LEGISLATIVE BODY
LAURA BETTENCOURT, MAYOR PRO TEM
AUSTIN BISHOP, COUNCILMEMBER
RICHARD J. LOA, COUNCILMEMBER
ERIC OHLSEN, COUNCILMEMBER
ANDREA ALARCÓN, COUNCILMEMBER
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1. CALL MEETING TO ORDER
Note: All City Council memberships are reflected in their City Council titles.
2. ROLL CALL
MAYOR PRO TEM BETTENCOURT, COUNCILMEMBERS BISHOP, LOA,OHLSEN, ALARC
Ó
N
COMMISSIONER FRAGA-SAENZ, BETTS
CITY COUNCIL
SUCCESSOR AGENCY
HOUSING AUTHORITY
CITY COUNCIL CHAMBER
38300 SIERRA HIGHWAY
SUITE B
PALMDALE, CA 93550
TUESDAY, OCTOBER
7, 2025
5:00 PM
www.cityofpalmdaleca.gov
WELCOME
City Council
Tuesday, October
7, 2025
3. PLEDGE OF ALLEGIANCE AND MOMENT OF SILENCE
4. PRESENTATIONS
4.1 California Voting Rights Act Presentation.
4.2 Homelessness Report.
PPT Homeless Report.pdf
5. PUBLIC COMMENTS
The public is allotted to speak a total of three (3) minutes on the Consent Calendar, Appointment-New Business, and Closed Session sections. Any person who would like to address the Legislative Body on any agendized item may complete a speaker card for the City Clerk and identify the agenda item you would like to discuss.
6. JOINT CONSENT CALENDAR CITY COUNCIL AND HOUSING AUTHORITY All matters listed under the Joint Consent Calendar will be enacted by one motion unless an item(s) is pulled by Council/Authority, in which case the item(s) will be removed from the Joint Consent Calendar and will be considered separately following this portion of the Agenda.
6.1 Adopt Resolution No. CC 2025-068, a Resolution of the City Council of the City of Palmdale declaring certain Property Surplus Land pursuant to Government Code Sections 54420 et seq; and Adopt Resolution No. HA 2025-003, a Resolution of the Housing Authority of the City of Palmdale declaring APN 3009-021-903 Exempt Surplus Land under the Surplus Land Act as amended.
SR Surplus Land Act.docx
Reso. No. CC 2025-068.docx
Reso. No. HA 2025-003.docx
Aerial Map CC 2025-068.pdf
Parcel Map HA 2025-003.pdf
6.2 Approve the minutes from the previous meeting.
Mins 09 02 2025.pdf
7. CONSENT CALENDAR
All matters listed under the Consent Calendar will be enacted by one motion unless an item(s) is pulled by Council, in which case the item(s) will be removed from the Consent Calendar and will be considered separately following this portion of the Agenda.
7.1 Waive full reading of the Resolution(s) and/or Ordinance(s) to be considered and voted on at this meeting. (This allows for reading the title only in lieu of reciting the City Council
Tuesday, October
7, 2025
entire text).
7.2 Receive and file the Monthly Investment Activity Reports for August 2025.
SR Monthly Investment Report Aug 2025.docx
Rpt. Monthly Investment Reports Aug 2025.pdf
7.3 Adopt Resolution No. CC 2025-072, a Resolution of the City Council of the City of Palmdale adopting a revised Publicly Available Pay Schedule to ensure compliance with the Public Employees' Retirement System (CalPERS) pensionable compensation requirements for general positions.
SR Reso. No. CC 2025-072.docx
Atch Circular 200-003-20.pdf
Reso. No. CC 2025-072.docx
Exh A General Classification and Pay Plan.pdf
Exh B General Position Salary Schedule.pdf
7.4 Approve Memorandum of Understanding between the City of Palmdale and Antelope Valley Economic Development and Growth Enterprise (AV EDGE) for a total not to exceed amount of $300,000 for a term of one (1) year.
SR Agrmt No. A-9487 with AV EDGE.docx
Agrmt No. A-9487 MOU with AV EDGE.pdf
7.5 Adopt Resolution No. CC 2025-010, a Resolution of the City Council of the City of Palmdale approving the updated Palmdale Emergency Operations Plan (EOP).
SR Reso. No. CC 2025-010.docx
Reso. No. CC 2025-010.docx
Exh A EOP.pdf
7.6 Approve design services agreement with Duke Engineering for PN 524, Maintenance Yard Fleet Building and Utility Upgrade, for a total not to exceed amount of $248,946.25 for a term of 120 calendar days from the date of the Notice to Proceed.
SR Agrmt No. A-9288 with Duke Engineering.docx
Agrmt No. A-9288 with Duke Engineering.pdf
Project Map.pdf
7.7 Approve Project Authorizations A and B under Master Services Agreement with DXP Enterprises, Inc., for pump maintenance and repair services for a combined total not to exceed amount of $1,251,800, each for a term of three years with an option to extend for two additional one-year terms.
SR Agrmt No. A-9503 Project Authorizations A-B with DXPE, Inc.docx
Agrmt No. A-9503 Master Services Agreement with DXPE, Inc.pdf
Agrmt No. A-9503-A Project Authorization with DXPE, Inc. (MTC).pdf
Agrmt No. A-9503-B Project Authorization with DXPE, Inc. (P&R).pdf
City Council
Tuesday, October
7, 2025
7.8 Adopt Resolution No. CC 2025-071, a Resolution of the City Council of the City of Palmdale authorizing the execution of a grant deed for City-owned land to the Los Angeles County Waterworks District No. 40 for Parcel 'A' of recorded Lot Line Adjustment No. 703.
SR Reso. No. CC 2025-071.docx
Reso. No. CC 2025-071.docx
Recorded Lot Line Adjustment No. 703.pdf
Grant Deed.docx
Exh A Legal Description.pdf
7.9 Approve Construction Agreement with All American Building Services for PN 839, McAdam Park Pavilion Rehabilitation Project for a total not to exceed amount of $234,564 for a term of 30 working days from the date of the Notice to Proceed.
SR Agrmt No. A-9446 with All American Building Services.docx
Agrmt No. A-9446 with All American Building Services.pdf
7.10 Approve First Amendment to Agreement with All American Building Services for PN 862, Marie Kerr Park Swim Deck Expansion Project, increasing the agreement by $5,000 for a total not to exceed amount of $436,695 with an extension of 15 working days for a total of 65 working days.
SR Agrmt No. A-8679 First Amendment with All American Building Services.docx
Agrmt No. A-8679 First Amendment with All American Building Services.pdf
Agrmt No. A-8679 Change Order One with All American Building Services.pdf
Agrmt No. A-8679 with All American Building Services.pdf
7.11 Adopt Resolution No. CC 2025-070, a Resolution of the City Council of the City of Palmdale setting aside portions of City-Owned land (APNs 3001-026-918, -923, - 924, -925), for right-of-way and bikeway requirements along 25th Street West and Avenue O-12 for public road and highway purposes.
SR Reso. No. CC 2025-070.docx
Reso. No. CC 2025-070.docx
Exh A Legal Description.pdf
Exh B Plat Map.pdf
7.12 Approve the nomination to name the futsal courts at Sam Yellen Park in accordance with the City’s Asset Naming and Renaming Policy.
SR Approve Nomination of Futsal Court Naming.docx
City Asset Naming and Renaming Policy.pdf
8. APPOINTMENTS
8.1 City Council nomination and appointment of two (2) Housing Authority Tenant Member Commissioners.
SR HA Appointments.docx
HA Apps Redacted.pdf
City Council
Tuesday, October
7, 2025
9. NEW BUSINESS
9.1 Approve Employment Agreement between the City of Palmdale and Salvador Mendez.
SR Agrmt No. A-9575.docx
Agrmt No. A-9575.pdf
10. CITY MANAGER’S REPORT
11. NON-AGENDA PUBLIC COMMENTS
:
Now is the time for public participation on items not listed on the agenda. Each speaker is allotted three (3) minutes total.
12. COUNCIL REPORTS, ANNOUNCEMENTS AND REQUESTS FOR FUTURE AGENDA ITEMS
12.1 Council Reports.
Monthly Informational Report Bettencourt 100725.docx
Monthly Informational Report Bishop 100725.docx
Monthly Informational Report Loa 100725.docx
Monthly Informational Report Ohlsen 100725 .docx
13. PRESENTATION BY CITY ATTORNEY
13.1 CONFERENCE WITH LEGAL COUNSEL- ANTICIPATED LITIGATION (Paragraph (4) of subdivision (d) of Gov. Code § 54956.9) Initiation of litigation: (2 cases)
14. ANNOUNCEMENT BY CITY ATTORNEY
15. ADJOURN
meeting to October 21, 2025, at 5:00 p.m. in the City Hall Council Chamber located at 38300 Sierra Highway, Suite B, Palmdale, California.
Americans with Disabilities Act (ADA) Accommodations
In accordance with the Americans with Disabilities Act of 1990, if you require a disability- related modification or accommodation to participate in this meeting, please contact the City Clerk’s Office at (661) 267-5151 at least 48 hours prior to the meeting.
City Council
Tuesday, October
7, 2025
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H O U S I N G D E P A R T M E N T
Homelessness Report
City Council Meeting
October 7, 2025
2025 Homeless Count
122 Total Sheltered Persons (Temporary)
76 Total Unsheltered Persons not in a Dwelling
184 Total Dwellings
20 Cars
119
RVs
17 Makeshift
28 Tents
Goals for 2023-2027:
• Prevent episodes of homelessness: for both individuals and families. • Assist homeless individuals and families: provide relevant and accurate information to create a path out of homelessness and create housing opportunities that meet their needs.
• Empower local service providers, community partners, and stakeholders:
improve response to individuals and families experiencing homelessness by working collectively with City support.
• Develop an approach to track City, local service providers and community support group progress: prevent, reduce and end homelessness to increase opportunities to create and maintain a sustainable lifestyle that includes affordable housing, education and employment/vocational training opportunities.
Homeless Plan - City of Palmdale
Community Partners
Programs
• Tenant Based Rental Assistance – Seniors
• Rapid Re-Housing Programs
• Food Pantry and Access to Services
• Workforce Development
• Winter Shelter
• Development of Interim, Permanent
Supportive Housing and Affordable Housing
• Community Outreach and Services
Housing Department
(661) 267-5126
[email protected]
Joint Staff Report
DATE: OCTOBER 7, 2025
TO: HONORABLE MAYOR PRO TEM , CITY COUNCIL, VICE CHAIR,
AND COMMISSIONERS
FROM: DEPARTMENT OF ECONOMIC AND COMMUNITY DEVELOPMENT
ECONOMIC DEVELOPMENT DIVISION
DEPARTMENT OF HOUSING
DISTRICT: 1
SUBJECT: ADOPT RESOLUTION NO. CC 2025 -068, A RESOLUTION OF THE
CITY COUNCIL OF THE CITY OF PALMDALE DECLARING
CERTAIN PROPERTY SURPLUS LAND PURSUANT TO
GOVERNMENT CODE SECTIONS 54420 ET SEQ ; AND ADOPT
RESOLUTION NO. HA 2025-003, A RESOLUTION OF THE HOUSING AUTHORITY OF THE CITY OF PALMDALE DECLARING APN 3009-
021-903 EXEMPT SURPLUS LAND UNDER THE SURPLUS LAND
ACT AS AMENDED
RECOMMENDATION
Staff recommend that the City Council:
1. Adopt Resolution No. CC 2025-068, a Resolution of the City Council of the City of Palmdale declaring certain property surplus land pursuant to Government Code Sections 54220 et seq.; and,
2. Authorize the Interim City Manager or h is designee to prepare and execute all necessary documents and take all actions required by state law related to surplus property with regard to the property identified in Resolution No. CC 202 5-068, including minimal non-substantial changes.
Staff recommend that the Housing Authority:
1. Adopt Resolution No. HA 2025-003, a Resolution of the Housing Authority of the City of Palmdale declaring APN 3009 -021-903 Exempt Surplus Land under the Surplus Land Act as amended; and,
2. Authorize the Interim Executive Director or his designee to prepare and execute all necessary documents and take all actions required by state law related to Report to Mayor Pro Tem, City Council, Vice Chair and Commissioners of the Housing Authority
Re: Resolution Nos. CC 2025-068 & HA 2025-003
October 7, 2025
declaring the property identified in Resolution No. HA 2025-003 as exempt surplus land, including minimal non-substantial changes.
BACKGROUND
The City owns real property (APNs 300 9-018-900; -901; -902; -903; -904; -905; -906; and -907) (City Properties). The City Properties consist of approximately 1.05 acres, are located on the southeast corner of East Avenue Q-11 and Sierra Highway and are zoned Mixed Use 3. The City wishes to pursue the sale of the City Properties; therefore, it must comply with the requirements of the Surplus Land Act (SLA).
In December 2020, the Housing Authority of the City of Palmdale (Housing Authority) acquired real property located at 38107 10th Street East (APN 3009-021-903) (Authority Property) to provide affordable housing. In September 2023, the vacant structure on the Authority Property sustained fire damage, and prior to securing the area, the fire department opened the roof and Tropical Storm Hilary added water damage to the interior of the structure . In September 2025 , the vacant, fire and water-damaged structure on the Authority Property was demolished. The vacant land is now proposed for future development of affordable housing.
On October 9, 2019, Governor Newsom signed Assembly Bill (AB) 1486. AB 1486, which amended the S LA, effective January 1, 2020, changed the existing, long -standing definition of “surplus land”; providing that land no longer necessary for a local agency’s use shall be declared either “surplus land” or “exempt surplus land” before taking any action to sell or lease land. To that end, AB 1486 also added a new limitation providing that an “agency’s use” “shall not include commercial or i ndustrial uses or activities, including nongovernmental retail, entertainment, or office development,” or “property disposed of for the sole purpose of investment or generation or revenue.” AB 1486 further prohibits the City from negotiating any dispositio n of the Property prior to compliance with the procedural requirements of the SLA.
On October 11, 2023, the Governor signed AB 480 and Senate Bill (SB) 747 into law, which further clarified provisions of the SLA. AB 480 and SB 747, which became effective on January 1, 2024, generally provide some increased flexibility as it pertains to the lease of public agency land, expand the definition of exempt surplus land, and the methodology for assessment of penalties for non-compliance (e.g. fair market value or sales price, whichever is greater).
Report to Mayor Pro Tem, City Council, Vice Chair and Commissioners of the Housing Authority
Re: Resolution Nos. CC 2025-068 & HA 2025-003
October 7, 2025
DISCUSSION
City Properties
As indicated above, the SLA, Government Code Sections 54220 et seq ., generally requires that public agencies first declare land "surplus land" or "exempt surplus land" before negotiating any disposition of the land, either for sale or for lease.
Pursuant to the SLA, City staff must send a written Notice of Availability (NOA) of the City Properties by electronic mail or by certified mail to all of the entities identified in Government Code Section 54222, which include local public entities and housing sponsors that have notified the California Department of Housing and Community Development (HCD) of their interest in surplus land for the purpose of developing low - and moderate-income housing, to any regional park authority and the State Resources Agency for open-space purposes; and local school districts for the purpose of school facilities or use.
If the City Properties are within an infill opportunity zone or covered by a transit village plan, the NOA must also be sent to the City, or the housing authority operating within the City. If one of the entities/agencies receiving the NOA desires to purchase or lease one or more of the City Properties, it must notify the City of its interest to do so in writing within 60 days of the date of the NOA. The City is then required to negotiate price and terms for the disposition with any entity(s)/agency(s) that respond for a period of 90 days. Finally, in the event no agreement is reached between the City and any interested entity(s)/agency(s) after a good faith negotiation period of 90 days, the land may be disposed of as set forth in the SLA.
Staff has determined that there is no further governmental use for the City Properties and recommends that the City Council declare the City Properties as surplus land and complete the surplus property disposition process in accordance with the SLA . Once declared as surplus land, the City will follow the notice and negotiation procedures outlined in the SLA. Declaring the City Properties as surplus land does not preclude the City from developing the City Properties in the future. It simply provides flexibility to move forward with potential public -private partnerships to develop the Properties. Any future property sale, development agreement, and entitlements for the City Properties would still adhere to the appropriate process as described within the Palmdale Municipal Code.
Authority Property
The SLA provides that the Housing Authority may declare the Authority Property to be “exempt surplus land” under the SLA if the Authority Property meets one of the exemptions set forth in the SLA for “exempt surplus land” currently set forth in Government Code Section 54221(f).
Report to Mayor Pro Tem, City Council, Vice Chair and Commissioners of the Housing Authority
Re: Resolution Nos. CC 2025-068 & HA 2025-003
October 7, 2025
The Authority Property qualifies as “exempt surplus land” under Government Code Section 54221(f)(1)(F) which reads, in part:
Surplus land that is to be developed for a housing development, which may have ancillary commercial ground floor uses, that restricts 100 percent of the residential units to persons and families of low or moderate income, with at least 75 perc ent of the residential units restricted to lower income households, as defined in Section 50079.5 of the Health and Safety Code, with an affordable sales price or an affordable rent, as defined in Section 50052.5 or 50053 of the Health and Safety Code, for a minimum of 55 years for rental housing, land use for ownership housing, and 50 years for rental or ownership housing located on tribal trust lands, and in no event shall the maximum affordable sales price or rent level be higher than 20 percent below the median market rents or sales prices for the neighborhood in which the site is located.
The Authority Property will be developed as an affordable housing rental development restricted 100% to persons and families of low or moderate income. An agreement will be entered into with a developer to transfer the Authority Property and will require the development on the Authority Property of rental units affordable to persons and families at up to 80% of AMI. This agreement will also require recordation of a covenant agreement which will restrict 100% of the residential units developed on the Authority Property to persons and families of low or moderate income, with at least 7 5% of the residential units restricted to lower income households, as defined in Section 50079.5 of the Health and Safety Code, with an affordable rent, as defined in Health and Safety Code Section 50053, for a minimum of 55 years with the maximum affordab le rent level no higher than 20% below the median market rents for the neighborhood in which the Property is located. The Authority Property meets all of the criteria for “exempt surplus land” under Government Code Section 54221(f)(1)(F).
FISCAL IMPACT
$20,000; Direct costs for undergoing the sale of the City Properties involve an appraisal(s) and traditional real estate broker services, which will be offset by any proceeds received from the sale of the City Properties . Given the complexity and unknown factors when negotiating under the SLA process, the exact final costs for these services are unknown.
$10,000; There is no fiscal impact associated with the Housing Authority action for submitting to HCD; however, there is an estimated $10,000 fiscal impact for an updated appraisal of the Property, which will be completed as necessary prior to any conveyance of the Property to a developer. Any agreement with regard to the conveyance and development of the Authority Property will be considered at a futu re date by the Housing Authority Board.
Report to Mayor Pro Tem, City Council, Vice Chair and Commissioners of the Housing Authority
Re: Resolution Nos. CC 2025-068 & HA 2025-003
October 7, 2025
STRATEGIC PLAN
Goal II: Ensure long-term fiscal health of the City and maintain funding for services.
A. Manage resources, costs, and liabilities to ensure the City’s long-term fiscal health.
Goal III: Invest in infrastructure to improve community.
C. Plan and maintain safe and attractive neighborhoods, streets, facilities, and public spaces with exciting programming that promotes active fun for everyone.
D. Transform housing inventory to meet the changing lifestyle and market demands.
Prepared by: Sophia Reyes, Director of Housing and
Megan Taggart, Director of Economic and
Community Development
Certified as to availability of Funds: Janelle Samson, Director of Operations Approved by: Salvador Mendez, Interim City Manager
Approved as to form: Alexandra Severino, City Attorney
ATTACHMENTS
Reso No. CC 2025-068
Reso No. HA 2025-003
Aerial Map
Parcel Map
CITY COUNCIL
CITY OF PALMDALE, CALIFORNIA
RESOLUTION NO. CC 2025-068
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PALMDALE ,
DECLARING CERTAIN PROPERTY SURPLUS LAND PURSUANT TO
GOVERNMENT CODE SECTIONS 54220 ET SEQ.
WHEREAS, the City of Palmdale owns certain real propert ies consisting of approximately 1.05 acres, described herein (hereinafter referred to as ‘Property’); and
WHEREAS, the declaration applies to eight parcels totaling approximately 1.05 acres located on the southeast corner of East Avenue Q -11 and Sierra Highway, currently indicated on the Los Angeles County Assessor’s roll as APN’s 300 9-018-900; -901; -902; -903; -904; -905; -906; and -907, as shown on the map attached hereto as Exhibit A; and
WHEREAS, the Surplus Land Act (SLA), Government Code Sections 54220 et seq., applies when a local agency disposes of “surplus land,” as that term is defined in Government Code Section 54221; and
WHEREAS, on October 9, 2019, Governor Newsom signed Assembly Bill (AB) 1486. AB 1486 significantly amended the S LA effective January 1, 2020. These amendments included, among others, changing the previous, long -standing definitions of “surplus land” and “exempt surplus land”; providing that property shall be declared either “surplus land” or “exempt surplus land” before a local agency may take any action to dispose of it; and adding a new limitation providing that an agency’s use “shall not include commercial or industrial uses or activities, including nongovernmental retail, entertainment, or office development” or “property disposed of for the sole purpose of investment or generation or revenue”; and
WHEREAS, on October 11, 2023, the Governor signed AB 480 and Senate Bill (SB) 747 into law, which further clarif ied provisions of the SLA. AB 480 and SB 747 became effective on January 1, 2024, and generally provide some increased flexibility as it pertains to the lease of public agency land, expands the definition of exempt surplus land, and clarifies the assessment of penalties for non-compliance; and
WHEREAS, the Property would fall within the definition of “surplus land” pursuant to Government Code Section 54221, as amended by AB 1486; and
WHEREAS, in order to pursue new uses for the Property, including the possible disposition through a sale or lease of the property, the City must now comply with the SLA as amended by AB 1486; and
WHEREAS, pursuant to the SLA, City staff will send a written notice of availability of the properties by electronic mail or by certified mail to all of the entities identified in Government Code Section 54222; and
Resolution No. CC 2025-068
Declaration of Surplus Land
WHEREAS, subject to Government Code Section 54227, if one of the entities/agencies desires to purchase or lease the property after having received notice, it must indicate its interest to do so in w riting within 60 days of the date of the City’s notice, and the City and the entity/agency responding to the notice may negotiate price and terms for the disposition of the Property; and,
WHEREAS, pursuant to Government Code Section 54223, in the event no agreement is reached between the City and any interested entity/agency after a good faith negotiation period of 90 days, the Property may be disposed of without further regard to the SLA subsequent to a compliance letter from the California Department of Housing and Community Development (HCD).
NOW, THEREFORE, BE IT RESOLVED, THE CITY COUNCIL OF THE CITY OF
PALMDALE DOES HEREBY FIND, DETERMINE, RESOLVE AND ORDER AS FOLLOWS:
SECTION 1. The City Council hereby specifically finds that all facts set forth in the Recitals of this Resolution are true and correct.
SECTION 2. For purposes of compliance with the SLA, the Property, as described herein, is hereby declared surplus land.
SECTION 3 The City Council authorizes the Interim City Manager, or his designee, to proceed with all the requirements of the SLA, as amended, to facilitate the possible disposition and reuse of the property. Whenever an administrative action is required by the Ci ty to implement the terms of the SLA process, the Interim City Manager, or his authorized designee, will have the authority to act on behalf of the City, except with respect to matters reserved under California law wholly for determination by the governing body.
Resolution No. CC 2025-068
Declaration of Surplus Land
SECTION 4. The City Clerk shall certify to the adoption of this Resolution.
PASSED, APPROVED and ADOPTED this 7th day of October 2025.
_________________________________
Approved as to form: Laura Bettencourt, Mayor Pro Tem
ATTEST:
___________________________ _________________________________ Alexandra Severino Rochelle Scott, City Clerk
City Attorney
I, Rochelle Scott, City Clerk of the City of Palmdale, California, do hereby certify that the foregoing resolution was duly passed, approved, and adopted by the City Council of the City of Palmdale at a regular meeting of said Council held on the 7th day of October, 2025 by the following roll call vote:
AYES:
NOES:___________________________________________________________
ABSTAIN:______________________ABSENT:___________________________
Date:
Rochelle Scott, City Clerk
EXHIBIT A
HOUSING AUTHORITY
CITY OF PALMDALE, CALIFORNIA
RESOLUTION NO. HA 2025-003
A RESOLUTION OF THE HOUSING AUTHORITY OF THE CITY OF
PALMDALE DECLARING APN 3009-021-903 EXEMPT SURPLUS LAND
UNDER THE SURPLUS LAND ACT AS AMENDED
WHEREAS, on July 14, 2020, the Housing Authority of the City of Palmdale as Successor Housing Agency (Housing Authority) approved the acquisition of 38107 10th Street East (APN 3009-021-903) comprised of .19 acres of land (Property) for affordable housing; and
WHEREAS, the Housing Authority subsequently acquired the Property; and
WHEREAS, the Surplus Land Act (Government Code Section 54220 et seq .) (SLA) provides a process by which local agencies (which include the Housing Authority) offer “surplus land” to affordable housing developers and others as set forth in the SLA.
The SLA further provides that the Housing Authority may declare the Property to be “exempt surplus land” under the SLA if the Property meets one of the exemptions set forth in the SLA for “exempt surplus land” currently set forth in Government Code Section 54221(f); and
WHEREAS, the Property qualifies as “exempt surplus land” under Government Code Section 54221(f)(1)(F) which reads, in part:
Surplus land that is to be developed for a housing development, which may have ancillary commercial ground floor uses, that restricts 100 percent of the residential units to persons and families of low or moderate income, with at least 75 percent of the residential units restricted to lower income households, as defined in Section 50079.5 of the Health and Safety Code, with an affordable sales price or an affordable rent, as defined in Section 50052.5 or 50053 of the Health and Safety Code, for a minimum of 55 years for rental housing, land use for ownership housing, and 50 years for rental or ownership housing located on tribal trust lands, and in no event shall the maximum affordable sales price or rent level be higher than 20 percent below the median market rents or sales prices for the neighborhood in which the site is located; and
WHEREAS, t he Property will be developed as an affordable housing rental development restricted 100% to persons and families of low or moderate income. An agreement will be entered into with a developer to transfer the Property and will require the development on the Property of rental units affordable to persons and families at up Resolution No. HA 2025-003
to 80% of AMI. This agreement will also require recordation of a covenant agreement which will restrict 100% of the residential units developed on the Property to persons and families of low or moderate income, with at least 75% of the residential units restricted to lower income households, as defined in Section 50079.5 of the Health and Safety Code, with an affordabl e rent, as defined in Health and Safety Code Section 50053, for a minimum of 55 years with the maximum affordable rent level no higher than 20% below the median market rents for the neighborhood in which the Property is located. The Property meets all of t he criteria for “exempt surplus land” under Government Code Section 54221(f)(1)(F); and
WHEREAS, the Housing Authority finds that the Property is not within a coastal zone, adjacent to a historical unit of the State Parks System, listed on, or determined by the State Office of Historical Preservation to be eligible for, the National Register of Historic Places, or within the Lake Tahoe region as defined in Section 66905.5; and
WHEREAS, having affordable housing developed on the Property would meet the purpose of the SLA; and
WHEREAS, under the SLA, the Housing Authority desires to declare the Property to be “exempt surplus land” and to submit the declaration to HCD for ratification of the requested exemption.
NOW THEREFORE, BE IT RESOLVED, T HE HOUSING AUTHORITY OF THE CITY
OF PALMDALE DOES HEREBY FIND, DETERMINE, RESOLVE AND ORDER AS FOLLOWS:
SECTION 1. The Housing Authority hereby finds and determines that all of the foregoing recitals are true and correct.
SECTION 2. The Housing Authority hereby finds, determines, and declares based on substantial evidence in the record, including, but not limited to, the Staff Report which accompanies this Resolution , that APN 3009-021-903 is “exempt surplus land” under the Surplus Land Act as amended.
SECTION 3. Authorize the Interim Executive Director or his designee to take all actions convenient and necessary to submit this declaration to the State of California Department of Housing and Community Development to approve the exemption under the SLA as amended.
Resolution No. HA 2025-003
SECTION 4. The Authority Secretary shall certify to the adoption of this resolution.
PASSED, APPROVED and ADOPTED this 7th day of October, 2025.
_________________________________
Approved as to form: Laura Bettencourt, Vice Chair
ATTEST:
___________________________ _________________________________ Alexandra Severino Rochelle Scott,
Authority Attorney Authority Secretary
I, Rochelle Scott, Authority Secretary of the Housing Authority of the City of Palmdale, California, do hereby certify that the foregoing resolution was duly passed, approve d, and adopted by the Housing Authority of the City of Palmdale at a special meeting of said Authority held on the 7th day of October, 2025 by the following roll call vote:
AYES: __
NOES:_____________________________________________________________
ABSTAIN:______________________ABSENT:_____________________________
Date: ______________________ __________________________________ Rochelle Scott, Authority Secretary
1 MINUTES
CITY COUNCIL/SA/HA
CITY HALL COUNCIL CHAMBER
38300 SIERRA HIGHWAY, SUITE B
PALMDALE, CALIFORNIA
SEPTEMBER 2, 2025
www.cityofpalmdaleca.gov
1) CALL MEETING TO ORDER
Mayor Pro Tem Bettencourt called the meeting to order at 5:00 pm.
Note: All City Council memberships are reflected in their City Council titles.
2) ROLL CALL MAYOR PRO TEM BETTENCOURT, COUNCILMEMBERS BISHOP, LOA, OHLSEN, ALARCÓN
COMMISSIONERS FRAGA-SAENZ, BETTS
PRESENT: Laura Bettencourt, Richard J. Loa, Eric Ohlsen, Andrea Alarcón, Christina Fraga-Saenz, Dianne Betts.
ABSENT: Austin Bishop.
3) PLEDGE OF ALLEGIANCE AND MOMENT OF SILENCE
Councilmember Loa led the pledge allegiance.
Motion: Excuse the absence of Councilmember Bishop.
Moved by Eric Ohlsen, seconded by Richard J. Loa.
Vote: Motion carried (4-0)
Yes: Laura Bettencourt, Richard J. Loa, Eric Ohlsen, Andrea Alarcón.
Absent: Austin Bishop.
4) PRESENTATIONS
4.1) Chimbole Cultural Center & Library Expansion & Renovation Project, Phase 1.
Representatives from SVA Architects delivered a PowerPoint presentation.
Council discussed the design of the building and colors.
5) PUBLIC COMMENTS
Interim City Manager Mendez asked to withdraw item 7.6, and it was not discussed. 2 6) HOUSING AUTHORITY CONSENT CALENDAR
6. 1) Approve the City of Palmdale Housing Authority’s 2024 -2025 Annual Report per Health and Safety Code Section 34328 and 34328.1 and Authorize the Executive Director or their Designee to Submit the Report to the State of California Department of Housing and Community Development (HCD).
Housing Director Reyes presented the staff report.
Councilmember Alarcón requested a report on the maintenance activities at the Mobile Home Parks and details regarding meetings conducted with residents prior to implementing space rent increases. Housing Director Reyes confirmed that Newport Pacific Property Management is overseeing the maintenance issues.
6. 2) Approve the minutes from the previous meetings.
Motion: Approve all items listed on the Housing Authority Consent Calendar. Moved by Christina Fraga-Saenz, seconded by Dianne Betts.
Vote: Motion carried (6-0)
Yes: Laura Bettencourt, Richard J. Loa, Eric Ohlsen, Andrea Alarcón, Christina Fraga-Saenz, Dianne Betts.
Absent: Austin Bishop.
7) CONSENT CALENDAR
Councilmember Alarcón pulled items 7.8, 7.9, and 7.13.
The following individuals submitted public comments: Michelley provided remarks concerning the cost of the holiday light decorating services, and Marsha Furman expressed support for the holiday decorations (7.9)
7.1) Waive full reading of the Resolution(s) and/or Ordinance(s) to be considered and voted on at this meeting. (This allows for reading the title only in lieu of reciting the entire text).
7.2) Review and file the Monthly Investment activity reports for July 2025.
7.3) Adopt Resolution No. CC 2025 -054, a Resolution of the City Council of the City of Palmdale to transfer unclaimed checks from their respective funds to the general fund pursuant to California Government Code Section 50050- 50057.
7.4) Adopt Resolution No. CC 2025 -065, a Resolution of the City Council of the City of Palmdale authorizing the execution and delivery of a custody 3 agreement regarding funds of City of Palmdale Community Facilities District No. 93-1 (Ritter Ranch) and approving related actions.
7.5) Approve First Amendment to Agreement with Accela, Inc., a subscription based land use, plan review, and inspection tracking system, for an additional amount of $130,000 and a not to exceed amount of $766,553 for the remainder of a five (5) year term through December 31, 2026.
7.6) Adopt Resolution No. CC 2025 -067, a Resolution of the City Council of the City of Palmdale recognizing the Los Angeles County Sheriff’s Department for its commitment to transparency and community trust and expressing support for State Legislation promoting identification and accountability in law enforcement.
This item was withdrawn from the agenda, and it was not discussed
7.7) Approve First Amendment to Agreement with RSG, Inc., to increase the amount by $69,610 for a not to exceed total of $150,000 for additional consultant services for the Home Rehabilitation and Home Accessibility Programs.
7.8) Approve the deaccession of the Back Home sculpture at the Palmdale Transportation Center in accordance with the Public Art Commission’s Deaccession of Artwork Policy and Chapter 15.01 of the Palmdale Municipal Code.
Director of Parks and Recreation Smith presented the staff report.
Councilmember Loa inquired about the costs associated with creating and deaccessioning the art, and Director Smith spoke about the harsh weather, fragility of the art piece, and the art piece that will be placed at the location.
Additionally, Councilmember Alarcón spoke about the deaccessioning of the sculpture, noting that it had become a public safety hazard.
Motion: Approve the deaccession of the Back Home sculpture at the Palmdale Transportation Center in accordance with the Public Art Commission's Deaccession of Artwork Policy and Chapter 15.01 of the Palmdale Municipal Code.
Moved by Andrea Alarcón, seconded by Eric Ohlsen.
Vote: Motion carried (4-0)
Yes: Laura Bettencourt, Richard J. Loa, Eric Ohlsen, Andrea Alarcón.
Absent: Austin Bishop.
7.9) Approve First Amendment to Agreement with Brightlife Designs, LLC, for holiday light decorating services, increasing the agreement by $450,000 for a total not to exceed amount of $574,000 for a two -year term through October 2, 2026, with the option to extend one additional one-year term. 4 Councilmember Loa inquired about the increased budget allocated to the holiday displays. Director of Parks and Recreation Smith provided an overview of the expenses related to the July 4th and Christmas displays.
Councilmember Alarcón suggested creating a City calendar that shows approved special events funding appropriations.
Motion: Approve First Amendment to Agreement with Brightlife Designs, LLC, for holiday light decorating services, increasing the agreement by $450,000 for a total not to exceed amount of $574,000 for a two -year term through October 2, 2026, with the option to extend one additional one-year term.
Moved by Richard J. Loa, seconded by Eric Ohlsen.
Vote: Motion carried (4-0)
Yes: Laura Bettencourt, Richard J. Loa, Eric Ohlsen, Andrea Alarcón.
Absent: Austin Bishop.
7.10) Energy For Palmdale’s Independent Choice (EPIC) 2024 Power Source Disclosure Attestation.
7.11) Award and Approve agreement with Applied Research Associates Inc., for PN 922, Citywide Sign Inventory and Retroreflectivity Assessment Project, for a total not to exceed amount of $418,979 for a term of 180 calendar days from the date of the Notice to Proceed.
7.12) Award and Approve Construction Agreement with Bergman KPRS, LLC, for Design-Build Services for PN 924, DryTown Water Park Thrill Ride Attraction Project for a total not to exceed amount of $2,319,980 for a completion date no later than April 15, 2026; and Approve and Award Agreement with MNS Engineers, Inc., for Project/Construction Management Services for a total not to exceed amount of $330,000 for a term of 12 months.
7.13) Award and Approve Construction Agreement with Hardy & Harper Inc., for PN 918, 2025 Arterial Overlay Project, for a total not to exceed amount of $4,163,500 for a term of 45 working days from the date of the Notice to Proceed.
Director of Public Works Torres provided details on this item and the funding sources. Councilmember Alarcón spoke about the grant funds used for this project. Mayor Pro Tem Bettencourt thanked staff for the street improvements.
Motion: Award and Approve Construction Agreement with Hardy & Harper Inc., for PN 918, 2025 Arterial Overlay Project, for a total not to exceed amount of
$4,163,500 for a term of 45 working days from the date of the Notice to Proceed.
5 Moved by Andrea Alarcón, seconded by Eric Ohlsen.
Vote: Motion carried (4-0)
Yes: Laura Bettencourt, Richard J. Loa, Eric Ohlsen, Andrea Alarcón.
Absent: Austin Bishop.
7.14) Approve the minutes from the previous meeting.
Motion: Approve all items listed on the Consent Calendar except 7.8, 7.9, and 7.13.
Moved by Andrea Alarcón, seconded by Eric Ohlsen.
Vote: Motion carried (4-0)
Yes: Laura Bettencourt, Richard J. Loa, Eric Ohlsen, Andrea Alarcón.
Absent: Austin Bishop.
8) PUBLIC HEARING
8.1) Public Hearing to receive Public Comments on the Draft Consolidated Annual Performance Evaluation Report (CAPER) for Fiscal Year 2024-2025; Review, Approve, and Authorize the City Manager Pro Tem or his Designee to make necessary changes to submit the CAPER Report to the U.S. Department of Housing and Urban Development (HUD) by September 28, 2025, in Compliance with HUD Regulations.
Mayor Pro Tem Bettencourt opened the Public Hearing
Director of Housing Reyes presented the staff report.
Public Testimony: None.
Mayor Pro Tem Bettencourt closed the Public Hearing
Motion: Approve the recommendations listed in the staff report.
Moved by Richard J. Loa, seconded by Andrea Alarcón.
Vote: Motion carried (4-0)
Yes: Laura Bettencourt, Richard J. Loa, Eric Ohlsen, Andrea Alarcón.
Absent: Austin Bishop.
8.2) Public Hearing to receive public comments on the Permanent Local Housing Allocation (PLHA) Formula 5-Year Plan Amendment for Years 2020-2025; Adopt Resolution No. CC 2025 -064, a Resolution of the City Council of the City of Palmdale authorizing the application and amending the PLHA Formula 5-Year Plan with the State of California Department of Housing and Community Development PLHA Program.
6 Director of Housing Reyes read the title of the resolution and presented the staff report.
Mayor Pro Tem Bettencourt opened the Public Hearing.
Public Testimony: None.
Mayor Pro Tem Bettencourt closed the Public Hearing.
Councilmember Alarcón inquired about the eligibility requirements and whether funding can be allocated to the Together California Project .
Councilmember Loa inquired about the down -payment assistance program and outreach efforts. Director of Housing Reyes provided responses to their questions.
Motion: Adopt Resolution No. CC 2025 -064, a Resolution of the City Council of the City of Palmdale authorizing the application and amending the PLHA Formula 5-Year Plan with the State of California Department of Housing and Community Development PLHA Program.
Moved by Richard J. Loa, seconded by Eric Ohlsen.
Vote: Motion carried (4-0)
Yes: Laura Bettencourt, Richard J. Loa, Eric Ohlsen, Andrea Alarcón.
Absent: Austin Bishop.
9) APPOINTMENTS
9.1) Appointment of two Councilmembers to form an Ad Hoc Subcommittee to review and provide recommendation for a possible partnership with Palmdale Water District (PWD) for Littlerock Dam Recreational Project.
City Attorney Severino presented the staff report.
The following individual provided public input: Betsy Haslett spoke about attending the Palmdale Water Academy
Councilmembers Loa and Ohlsen discussed the Littlerock Dam.
Motion: Appoint Councilmember Ohlsen to the Ad Hoc Subcommittee Moved by Andrea Alarcón, seconded by Laura Bettencourt.
Vote: Motion carried (4-0)
Yes: Laura Bettencourt, Richard J. Loa, Eric Ohlsen, Andrea Alarcón.
Absent: Austin Bishop.
7 Motion: Appoint Councilmember Loa to the Ad Hoc Subcommittee Moved by Eric Ohlsen, seconded by Laura Bettencourt.
Vote: Motion carried (3-1)
Yes: Laura Bettencourt, Richard J. Loa, Eric Ohlsen. No: Andrea Alarcón.
Absent: Austin Bishop.
10) CITY MANAGER’S REPORT
Interim City Manager Mendez provided an update on several upcoming events, including: The Prom performance will be held at the Palmdale Playhouse September 6, District 4 Neighborhood Watch event at Domenic Massari Park on September 9, District 3 Town Hall on September 18 at the Palmdale Playhouse, Free Fun Painting session at Domenic Massari and Marie Kerr parks on September 20; Foodie Fest at Marie Kerr Park on September 20, Disaster Preparedness Expo at Legacy Commons on September 22, Books and Barks at the Library on September 30, District 2 Neighborhood Watch meeting at Marie Kerr Park on October 6.
11) NON-AGENDA PUBLIC COMMENTS:
The following individuals provided public comments: Michelley, Betsy Haslett, Michelle, and Mark Maldonado addressed the conduct of Councilmember Ohlsen; Yul Gevargis discussed the Littlerock Dam and made remarks concerning its management; Aubray McPherson spoke regarding the establishment of a recall policy in Palmdale and expressed concerns about PFC members allegedly violating her constitutional rights; Adriana Gallo addressed the Lancaster mayor recall initiative; Jovel Calles discussed his future Eagle Scout project; Adel Mikhail presented information about his project at 38733 9th Street East and highlighted future parking concerns; Alejandra Castaneda commented on the conduct of Councilmember Ohlsen; Marsha addressed the conduct of Councilmember Ohlsen; Roger Soderstedt emphasized the importance of maintaining decorum in civic discussions; Bertha Del Alegria shared her experiences as a U.S. citizen, emphasizing diversity and tolerance; Felix Menendez requested repairs to specific streets and discussed the contribution of the immigrant community through taxes; Napoleon Demison expressed appreciation toward Councilmembers Ohlsen and Alarcón for advocating on behalf of the community; Marcos Alvarez provided comments on immigration enforcement; John Smith spoke about the conduct of Councilmember Ohlsen; David Jester addressed the conduct of Councilmember Ohlsen and discussed associated costs for immigrants; Eduardo reflected on his father's political history and acknowledged the efforts of the Council; Marsh a Furman emphasized the importance of making public comment language accessible and understandable; Adam expressed support for Councilmember Ohlsen's statements and commented on the tax contributions of illegal immigrants; and Betsy Haslett provided remarks on the Chimbole Cultural Center presentation.
8 12) COUNCIL REPORTS, ANNOUNCEMENTS AND REQUESTS FOR FUTURE
AGENDA ITEMS
12.1) Council Reports.
Councilmember Alarcón requested the following items:
1) Inclusion of a California Voters' Rights Act (CVRA) presentation by Attorney Shenkman on the next Council agenda. This was approved with Alarcón, Ohlsen, and Mayor Pro Tem Bettencourt voting "Yes," and Councilmember Loa voting "No."
2) A status update on ongoing personnel investigations involving the City Manager, City Attorney, Councilmember Alarcón, and Councilmember Loa.
This was approved unanimously by those present.
Councilmember Alarcón emphasized the importance of providing translation services or software and expressed support for the creation of union jobs.
Councilmember Loa voiced support for the Community Workforce Agreement (CWA) and reported on his attendance at the following events: Sheriff's Booster meeting, National Night Out, TLC concert, and the AV Fair meeting.
Councilmember Ohlsen addressed concerns regarding recent disruptions and shared his background in the military, highlighting his commitment to serving his country and community.
Mayor Pro Tem Bettencourt requested a review of the City Council Committee Assignments at the upcoming meeting. This request was approved by consensus, with Bettencourt and Alarcón leading the motion and the Council concurring.
Interim City Manager Mendez announced that the September 16, 2025 meeting would be canceled in observance of Deputy Clinkunbroomer, a fallen officer at the Sheriff's station.
13) PRESENTATION BY CITY ATTORNEY
City Attorney Severino confirmed items would be heard as listed.
Public Comments: None.
13.1) CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION Katherine Inman v. City of Palmdale
Los Angeles Superior Court 23STCV27086
This closed session is being held pursuant to the authority of California Government Code Section 54956.9(d)(1).
9 13.2) PUBLIC EMPLOYEE APPOINTMENT
Title: Interim City Manager
This closed session is being held pursuant to the authority of California Government Code Section 54957.
14) ANNOUNCEMENT BY CITY ATTORNEY
Closed Session was held from 8:00 pm - 8:57 pm.
City Attorney Severino announced the following:
13.1 - There was no reportable action.
13.2 - On a 4-0 vote, Council appointed Salvador Mendez to the position of Interim City Manager.
15) ADJOURN
Mayor Pro Tem Bettencourt adjourned the meeting at 9:00 pm to October 7, 2025, at 5:00 p.m. in the City Hall Council Chamber located at 38300 Sierra Highway, Suite B, Palmdale, California.
PASSED, APPROVED, and ADOPTED this 7th day of October 2025
_______________________________
Laura Bettencourt, Mayor Pro Tem
ATTEST:
_______________________________
Rochelle Scott, City Clerk
City Council Staff Report
DATE: OCTOBER 7, 2025
TO: HONORABLE MAYOR PRO TEM AND CITY COUNCIL
FROM: OPERATIONS DEPARTMENT
FINANCE DIVISION
DISTRICT: ALL
SUBJECT: RECEIVE AND FILE THE MONTHLY INVESTMENT ACTIVITY REPORTS FOR AUGUST 2025
RECOMMENDATION
Staff recommend that the City Council:
1. Receive and file the August 2025 monthly investment activity reports for the City of Palmdale and Successor Agency.
BACKGROUND
Pursuant to Section 16 of the City and Successor Agency Investment Policy, the City Treasurer shall prepare and present monthly reports on investments to the City Manager/Executive Director and the City Council/Directors. The reports shall detail the type of investment, issuer’s name, purchase date, maturity date, amount of deposit, and interest rate. This information shall be provided for all City and Successor Agency pooled investments and for Certificates of Participation, Revenue Bonds, Tax Allocation Bonds, Assessment Districts, and Community Facilities District accounts managed by outside Fiscal Agents.
The monthly investment reports provide a synopsis of the City and Successor Agency’s investment activity. They provide information on assets, allocations, average maturities, yields, and book valuations. The interest rates presented are the most current rates available as of the date of this report.
The market values presented for pooled City and Successor Agency investments are based on closing prices for the related investment as of the date of this report. This information was obtained from the Wall Street Journal, Bloomberg Financial Markets, Capital Market Finances, or other reliable sources of market prices.
Report to Mayor Pro Tem and City Council
Re: Monthly Investment Reports
October 7, 2025
DISCUSSION
Compliance with Investment Policy
For August, the City’s invested portfolio totaled $316,330,155, an increase of $413,433 from the previous month and a decrease of $8,545,697 compared to the prior year. The monthly increase was due to earned interest during the month.
The par value of the Successor Agency’s portfolio as of August was $16,274,947. The balance increased by $4,161,662 from the prior month due to transfer of funds for debt service payment to be made.
All investments meet criteria appropriate to Section 8 of the Investment Policy. The portfolios are based on a combination of various investments, including CDs, Corporate Notes, US Treasury Securities, and Government Agency Paper, each adhering to portfolio percentage limitations.
The Finance Division is the custodian for the City and Successor Agency’s investment portfolio and follows the three main principles of both entities’ investment policies : 1) Investment in financial instruments that mitigate t he risk of monetary losses stemming from market fluctuations; 2) Establish and maintain a portfolio that has sufficient liquidity to allow the City and Successor Agency to meet all anticipated cash requirements; and, 3) Seek out investment instruments that provide a competitive market rate of return.
Liquidity
One core approach the Finance Division focuses on is providing liquidity to meet the City and Successor Agency’s operational requirements. Thus, the City invests in two pooled funds, the Local Agency Investment Fund ( LAIF) and the California Asset Management Program (CAMP). These are intended for daily operational activities and can be used during economic uncertaintie s for ongoing operating and maintenance needs. The pooled funds provide a higher liquidity ratio to ensure the City and Successor Agency meet cash flow requirements.
The City’s LAIF balance at the end of August was $ 108,623,145, an increase of $2,000,000 due to transfer of funds from General to LAIF in the current month.
The Successor Agency ’s LAIF balance at the end of August was $ 3,942,545, no changes from the prior month.
The City’s CAMP balance at the end of August was $ 53,344,235 compared to $53,145,462, in July. The increase is due to interest earned.
Report to Mayor Pro Tem and City Council
Re: Monthly Investment Reports
October 7, 2025
The interest rates presented are the most current rates available as of the date of this report. As of August 31, 2025, the interest rates for LAIF and CAMP investments were
4.251 percent and 4.40 percent, respectively. By comparison, the LAIF and CAMP interest rates at the end of July were 4.258 percent and 4.41 percent. This time last year, LAIF and CAMP rates were at 4.579 percent and 5.41, respectively.
The chart above shows the LAIF and CAMP average monthly yields from November 2024 through August 2025. The difference between the two funds’ performance is primarily due to their varying pool characteristics. CAMP’s portfolio composition is more prone to market volatility, resulting in performance variations.
Diversity
The Finance Division aims to diversify the investment portfolios to avoid incurring unreasonable and avoidable risks regarding specific security types or individual financial institutions.
The City and Successor Agency’s investment portfolios remain strongly diversified. The monthly reports include all investments held by both entities and current book values as of August 31, 2025.
The City and Successor Agency are expected to have sufficient funds to meet their expenditure requirements for the next six months. The Finance Division will continue to monitor current economic conditions and the impact on interest rates.
Attached are summaries of the investments in the City and Successor Agency’s books as of August 31, 2025.
4.48% 4.43%
4.37% 4.33% 4.31% 4.28% 4.27% 4.27% 4.26% 4.25%
4.87%
4.73%
4.55% 4.51% 4.47% 4.45% 4.42% 4.40% 4.41% 4.40%
3.90%
4.00%
4.10%
4.20%
4.30%
4.40%
4.50%
4.60%
4.70%
4.80%
4.90%
5.00%
Nov Q2 Dec Jan Feb Q3 Mar Apr May Q4 Jun July Aug
Pooled Investments Monthly Yields
LAIF CAMP
Report to Mayor Pro Tem and City Council
Re: Monthly Investment Reports
October 7, 2025
FISCAL IMPACT
$0; There is no fiscal impact associated with the recommended actions for this report.
STRATEGIC PLAN
Goal II: Ensure long-term fiscal health of the City and maintain funding for services.
B. Manage resources, costs, and liabilities to ensure the City’s long-term fiscal health.
C. Involve and expand engagement to enhance public oversight and transparency.
Prepared by: Janelle Samson, Director of Operations
Certified as to availability of Funds: Janelle Samson, Director of Operations Approved by: Salvador Mendez, Interim City Manager
Approved as to form: Alexandra Severino, City Attorney
ATTACHMENTS
Rpt. Monthly Investment Reports August 2025
CITY OF PALMDALE
TREASURER'S REPORT OF INVESTMENTS
AUGUST 31, 2025
PURCHASE MATURITY ACCOUNT/ INTEREST PAR PURCHASE INVESTED
DATE DATE FUND INSTITUTION RATE AMOUNT AMOUNT AMOUNT
U.S. TREASURY SECURITIES Yield
03-19-21 12-31-25 CITY 9128285T3 U.S. Treasury Note 2.63 3,000,000.00 3,260,634.36 2,976,600.00 05-11-21 02-28-26 CITY 9128286F2 U.S. Treasury Note 0.66 3,000,000.00 3,261,331.50 2,966,940.00 07-12-21 12-31-25 CITY 9128285T3 U.S. Treasury Note 2.63 5,000,000.00 5,451,958.35 4,961,000.00 03-08-23 03-31-26 CITY 9128286L9 U.S. Treasury Note 2.25 3,200,000.00 3,029,330.80 3,156,832.00 01-03-24 12-31-26 CITY 912828YX2 U.S. Treasury Note 0.04 5,000,000.00 4,696,880.23 4,848,850.00 01-03-24 06-30-27 CITY 91282CEW7 U.S. Treasury Note 0.04 5,000,000.00 4,897,630.28 4,954,900.00 01-03-24 09-30-27 CITY 91282CFM8 U.S. Treasury Note 0.04 2,500,000.00 2,523,771.66 2,522,450.00 01-08-24 02-15-26 CITY 91282CGL9 U.S. Treasury Note 0.04 5,000,000.00 4,987,205.23 4,993,400.00 01-08-24 06-15-26 CITY 91282CHH7 U.S. Treasury Note 0.04 5,000,000.00 5,001,760.94 5,006,000.00 12-18-24 09-30-29 CITY 91282CFL0 U.S. Treasury Note 0.39 5,000,000.00 4,977,094.45 5,022,250.00 12-18-24 10-31-29 CITY 91282CFT3 U.S. Treasury Note 0.40 5,000,000.00 4,988,321.47 5,047,050.00 12-18-24 11-30-29 CITY 91282CFY2 U.S. Treasury Note 0.39 5,000,000.00 4,942,086.29 5,021,300.00 01-02-25 12-31-29 CITY 91282CGB1 U.S. Treasury Note 0.39 3,000,000.00 2,949,835.02 3,012,300.00 TOTAL U.S. TREASURY SECURITIES 54,700,000.00$ 54,967,840.58$ 54,489,872.00$
GOVERNMENT AGENCY PAPER
05-11-21 09-04-25 CITY 3133EJYM5 Federal Farm Credit 0.59 1,000,000.00 1,103,275.25 997,370.00 05-11-21 09-04-25 CITY 3133EJYM5 Federal Farm Credit 0.57 2,000,000.00 2,208,460.00 1,994,740.00 06-04-21 11-07-25 CITY 3135G06G3 Fannie Mae 0.55 3,000,000.00 2,993,675.25 2,960,070.00 06-30-21 12-30-25 CITY 3130AMRQ7 Federal Home Loan Note 0.88 3,000,000.00 3,000,000.00 2,949,049.86 07-29-21 04-29-26 CITY 3130AN5C0 Federal Home Loan Note 1.05 4,000,000.00 4,010,455.13 3,899,120.00 12-17-21 11-12-25 CITY 3134GXBM5 Federal Home Loan Note 1.15 1,150,000.00 1,125,785.50 1,134,187.50 12-20-21 09-24-25 CITY 3134GWUG9 Freddie Mac 0.57 10,000,000.00 9,806,600.00 9,910,247.80 12-21-21 12-22-26 CITY 3133ENJC5 Federal Farm Credit 1.29 5,000,000.00 5,000,000.00 4,814,666.55 06-24-22 02-26-27 CITY 3130AL5A8 Federal Home Loan Note 3.33 5,000,000.00 4,479,000.00 4,758,477.85 08-17-22 10-27-26 CITY 3134GW4C7 Freddie Mac 0.80 5,000,000.00 4,539,500.00 4,800,207.95 01-06-23 02-25-27 CITY 3130AQRH8 Federal Home Loan Note 4.38 5,000,000.00 4,590,638.89 4,843,987.40 01-06-23 04-19-27 CITY 3130ARHJ3 Federal Home Loan Note 4.38 5,000,000.00 4,801,354.86 4,925,508.20 05-03-24 05-01-28 CITY 3133ERCX7 Federal Farm Credit 5.17 5,000,000.00 5,000,000.00 5,022,317.60 08-08-24 08-14-29 CITY 3134HADY6 Freddie Mac Domestic 4.00 4,000,000.00 3,946,000.00 3,971,348.28 12-03-24 12-04-29 CITY 3130B3XP3 Federal Home Loan 4.50 1,000,000.00 1,000,000.00 998,973.31 12-04-24 12-02-27 CITY 3133ERE23 Federal Farm Credit 4.32 1,000,000.00 1,000,000.00 1,003,072.14 01-27-25 07-27-27 CITY 3130B4RC7 Federal Home Loan Bank 4.50 3,000,000.00 3,000,000.00 3,019,381.53 01-28-25 07-21-27 CITY 3130B4QA27 Federal Home Loan Bank 4.55 3,000,000.00 3,000,000.00 3,003,732.24 06-13-25 10-30-28 CITY 3130B62E5 Federal Home Loan Bank 4.25 3,000,000.00 3,000,000.00 3,000,982.74 06-27-25 04-30-29 CITY 3136GAGW3 Fannie Mae 4.75 5,000,000.00 5,000,000.00 4,993,056.90 07-07-25 07-07-28 CITY 3134HBWS6 Freddie Mac Domestic 4.00 2,000,000.00 1,995,000.00 1,995,000.00 08-29-25 02-25-30 CITY 3133ETUN5 Federal Farm Credit 4.45 5,000,000.00 5,000,000.00 5,000,000.00 08-28-25 02-25-30 CITY 3133ETUM7 Federal Farm Credit 4.53 5,000,000.00 5,000,000.00 5,000,000.00 TOTAL GOVERNMENT AGENCY PAPER 86,150,000.00$ 84,599,744.88$ 84,995,497.85$
CITY OF PALMDALE INVESTMENTS
CITY OF PALMDALE
TREASURER'S REPORT OF INVESTMENTS
AUGUST 31, 2025
PURCHASE MATURITY ACCOUNT/ INTEREST PAR PURCHASE INVESTED
DATE DATE FUND INSTITUTION RATE AMOUNT AMOUNT AMOUNT
CERTIFICATES OF DEPOSIT
01-04-24 06-15-26 CITY 05580A4Y7 BMW Bank of NA 4.03 240,000.00 243,434.40 241,276.80 01-04-24 11-30-27 CITY 46656MVH1 JPMorgan Chase Bank 4.76 240,000.00 242,022.91 240,544.80 01-04-24 12-28-28 CITY 09582YAV4 Blue Ridge Bank 4.09 240,000.00 240,948.00 241,135.20 06-11-24 06-12-28 CITY 59541KCV7 Mid-Missouri Bank 5.15 245,000.00 245,034.57 245,390.14 06-11-24 06-11-26 CITY 38150VUZ0 Goldman Sachs Bank 5.05 245,000.00 245,033.90 247,179.52 06-13-24 06-13-29 CITY 89235MPP0 Toyota Financial SGS 4.65 245,000.00 245,000.00 250,250.86 06-14-24 06-15-26 CITY 34520LBC6 Forbright Bank 5.05 245,000.00 245,000.00 247,279.55 06-14-24 06-14-28 CITY 307811KA6 Farmers & Merchs Bank 5.00 245,000.00 245,000.00 246,517.02 06-17-24 06-17-26 CITY 8562855V9 State Bank of India 5.10 245,000.00 245,000.00 247,345.31 06-18-24 06-18-29 CITY 229083AA8 Evangeline Bank & Trust 5.30 245,000.00 245,000.00 245,115.79 06-20-24 06-22-26 CITY 06051XER9 Bank of America NA 5.05 245,000.00 245,000.00 247,339.38 06-21-24 06-22-26 CITY 35634MAE1 Freedom Bank/Maywood NJ 5.05 245,000.00 245,000.00 247,339.60 TOTAL CERTIFICATES OF DEPOSIT 2,925,000.00$ 2,931,473.78$ 2,946,713.97$ 05-17-23 03-01-26 CITY 30231GAT9 Exxon Mobile Corporation 3.04 1,000,000.00 982,084.11 992,306.58 05-17-23 03-02-26 CITY 194162AQ6 Colgate-Palmolive 4.80 1,000,000.00 1,035,553.33 1,004,192.41 05-17-23 01-26-26 CITY 742718FY0 Procter & Gamble 4.10 1,000,000.00 1,018,471.67 998,946.40 01-04-24 07-27-26 CITY 61761J3R8 Morgan Stanley 4.70 500,000.00 481,185.25 493,730.00 01-04-24 06-15-26 CITY 46625HRS1 JPMorgan Chase & CO 4.52 500,000.00 484,840.25 495,185.00 01-04-24 03-02-28 CITY 718172CE7 Philip Morris Intl Inc 4.49 500,000.00 474,395.25 487,000.00 01-04-24 04-01-27 CITY 808513BW4 Charles Schaw Corp 4.68 500,000.00 479,390.25 492,985.00 01-09-24 06-02-26 CITY 11271LAA0 Brookfield Fin Inc 5.13 500,000.00 490,115.25 498,735.00 01-09-24 11-28-28 CITY 05565QDH8 BP Capital Markets PLC 4.48 500,000.00 483,460.25 491,630.00 01-09-24 01-28-26 CITY 06406RAQ0 Bank OF NY Mellon Corp 4.52 500,000.00 463,355.25 489,620.00 01-09-24 07-09-27 CITY 22550L2K6 Crdit Suisse New York 4.92 500,000.00 500,910.25 507,650.00 01-09-24 08-15-28 CITY 797440CE2 San Diego G & E 4.49 500,000.00 509,340.25 510,425.00 01-09-24 07-01-27 CITY 75973QAA5 Reneissance Financial 5.01 500,000.00 475,470.25 492,385.00 01-09-24 01-27-26 CITY 780082AD5 Royal Bank of Canada 4.97 500,000.00 496,930.25 499,835.00 08-27-24 02-01-29 CITY 06406RBN6 Bank of NY Mellon Corp 4.20 656,000.00 663,116.29 660,965.92 08-27-25 07-26-29 CITY 06406RBK2 Bank of Melon Corp 4.09 1,000,000.00 1,021,952.92 1,021,952.92 08-27-25 08-09-29 CITY 89236TMK8 Toyota Motor Crdt Corp 4.03 500,000.00 510,587.75 510,587.75 08-27-25 05-13-30 CITY 91324PDX7 United Health Group Inc 4.15 1,000,000.00 914,211.92 914,211.92 TOTAL CORPORATE BONDS $11,656,000 $11,485,371 11,562,343.90$
STATE OF CALIFORNIA LOCAL AGENCY INVESTMENT FUND
09-01-84 n/a CITY 98-19-620 0.78 54,629,095.75 54,629,095.75 54,629,095.75 9-19-2024 n/a PFA 40-19-078 36,500,000.00 36,500,000.00 39,744,157.84 9-28-2021 n/a ARPA 19-19-004 0.78 14,249,891.87 14,249,891.87 14,249,891.87 TOTAL LAIF ACCOUNTS 105,378,987.62$ 105,378,987.62$ 108,623,145.46$
CAMP- CALIFORNIA ASSET MANAGEMENT PROGRAM
6080-01 n/a CITY 6080-01 0.30 53,344,234.61 53,344,234.61 53,344,234.61 TOTAL CAMP ACCOUNTS 53,344,234.61$ 53,344,234.61$ 53,344,234.61$
UBS FINANCIAL SERVICES
n/a n/a CITY 0.00 368,347.77 368,347.77 368,347.77
TOTAL UBS FINANCIAL SERVICES ACCOUNTS 368,347.77$ 368,347.77$ 368,347.77$ TOTAL CITY INVESTMENTS 314,522,570.00$ 313,075,999.98$ 316,330,155.56$
CITY OF PALMDALE
TREASURER'S REPORT OF INVESTMENTS
AUGUST 31, 2025
PURCHASE MATURITY ACCOUNT/ INTEREST PAR PURCHASE INVESTED
DATE DATE FUND INSTITUTION RATE AMOUNT AMOUNT AMOUNT
STATE OF CALIFORNIA LOCAL AGENCY INVESTMENT FUND
11-20-84 n/a LIBRARY 16-19-012 0.78 13,927.62
TOTAL LIBRARY INVESTMENTS 13,927.62$
SIERRA GATEWAY COMMUNITY FACILITIES DISTRICT 91-1
Fiscal Agent: U.S. Bank National Association (fka First Trust) 05-10-95 n/a BOND 95421220 0.35 121.40
05-10-95 n/a IMPROVEMENT 95421222 0.10 176,430.68
TOTAL SIERRA GATEWAY COMMUNITY FACILITIES DISTRICT 91-1 176,552.08$
BOND PROCEEDS
RITTER RANCH COMMUNITY FACILITIES DISTRICT 93-1
Fiscal Agent: U.S. Bank National Association (fka First Trust) 04-06-95 n/a RESERVE-SEN 95420880 n/a 14.00
04-06-95 n/a IMPV-ACQUI 95420884 0.01 2,936,696.45
04-06-95 n/a BOND 95420887 0.15 0.15
TOTAL RITTER RANCH COMMUNITY FACILITIES DISTRICT 93-1 2,936,710.60$
BOND PROCEEDS
ANAVERDE COMMUNITY FACILITIES DISTRICT 2003-1
Fiscal Agent: U.S. Bank National Association (fka First Trust) 08-01-19 n/a SP TAX - B BOND 242969000 0.00 1,139,341.33 08-01-19 n/a RESERVE 242969003 0.00 722,947.91
08-01-19 n/a SP TAX - REFNDING BOND 242969004 0.01 15,151.73 TOTAL ANAVERDE COMMUNITY FACILITIES DISTRICT 2003-1 1,877,440.97$
BOND PROCEEDS
2005 $7.2M COMMUNITY FACILITIES DISTRICT 05-1 (TRADE AND COMMERCE CENTER) REFUNDED 2021 Fiscal Agent: U.S. Bank National Association (fka First Trust) n/a SPEC TRB SER A/B 251009000 0.01 722,460.66
n/a RESERVE FUND 251009001 0.01 639,057.15
TOTAL 2005 $7.2M COMMUNITY FACILITIES DISTRICT 05-1 (TRADE AND COMMERCE CENTER) REFUNDED 20211,361,517.81$
LIBRARY INVESTMENTS
FISCAL AGENT CASH
CITY OF PALMDALE
TREASURER'S REPORT OF INVESTMENTS
AUGUST 31, 2025
PURCHASE MATURITY ACCOUNT/ INTEREST PAR PURCHASE INVESTED
DATE DATE FUND INSTITUTION RATE AMOUNT AMOUNT AMOUNT
BOND PROCEEDS
2006-1 GODDE HILL ESTATE SEWER IMPROVEMENTS LOIB
Fiscal Agent: U.S. Bank National Association (fka First Trust) 11-08-06 n/a REDEMPTION FUND 106844000 0.01 103,833.20
11-08-06 n/a ADM EXP 106844002 0.01 1,815.49
11-08-06 n/a RESERVE FUND 106844003 0.01 87,712.19
TOTAL 2006-1 GODDE HILL ESTATE SEWER IMPROVEMENTS LOIB 193,360.88$ 2015 HA DEBT SERVICE RESERVE
Fiscal Agent: Bank of America
11-19-15 n/a DEBT SVC RESERVE 1257964992 0.08 40,923.75 TOTAL 2015 HA DEBT SERVICE RESERVE 40,923.75$
PARS RESTRICTED CASH FOR PENSION STABILIZATION TRUST FUND 05-23-18 n/a CITY 104790895775 Public Agency Retirement Services2.60 11,864,664.80 TOTAL PARS PENSION TRUST FUND 11,864,664.80$
BOND PROCEEDS
2015 HA $4.3M MULTIFAMILY HOUSING REVENUE BONDS
Fiscal Agent: U.S. Bank National Association (fka First Trust) 09-03-15 n/a BOND FUND 277067000 0.00 76,236.40
09-03-15 n/a INTEREST ACCT 277067001 0.01 6.95
09-03-15 n/a BOND RESERVE 277067003 0.00 281,018.53
09-03-15 n/a REPAIR & REPLACE FUND 277067004 0.00 1,405,950.16 TOTAL 2015 HA $4.3M MULTIFAMILY HOUSING REVENUE BONDS 1,763,212.04$
CITY OF PALMDALE
TREASURER'S REPORT OF INVESTMENTS
AUGUST 31, 2025
PURCHASE MATURITY ACCOUNT/ INTEREST PAR PURCHASE INVESTED
DATE DATE FUND INSTITUTION RATE AMOUNT AMOUNT AMOUNT
BOND PROCEEDS
2017 PFA $17.4M LEASE REVENUE BONDS
Fiscal Agent: U.S. Bank National Association (fka First Trust) 04-05-17 n/a REVENUE FUND 271128000 0.00 1.17
04-05-17 n/a REVENUE REFUNDING BOND 271128001 n/a 0.05
$42,830 n/a REVENUE REFUNDING BOND 271128002 0.10
TOTAL 2017 PFA $17.4M LEASE REVENUE BONDS 1.32$
BOND PROCEEDS
2023 A&B SERIES ACQUISITION & CONSTRUCTION REVENUE BOND Fiscal Agent: U.S. Bank National Association (fka First Trust) 248041000 9.21
11-30-23 n/a INTEREST 248041001 505,002.48
11-30-23 n/a PRINCIPAL 248041002 0.51
11-30-23 n/a REVENUE FUND 248041004 13.54
11-30-23 n/a INTEREST 248041007 0.57
11-30-23 n/a REVENUE FUND 248041008 4,800,340.85
TOTAL 2023 A&B SERIES B ACQUISITION & CONSTRUCTION REV BOND 5,305,367.16$ GRAND TOTAL - FISCAL AGENT CASH 25,519,751.41$
Cash on Hand 11,955,587$
Pooled Cash Investments
City: 314,299,983$
Insur Fund: 2,030,173$ 316,330,156$ Library Investments 13,928$
Subtotal 328,299,671$
City/AD/CFD/PCA/PFA/HA
Fiscal Agent Cash 25,519,751$
Grand total 353,819,422$
The interest rate quoted on LAIF, AIM, and Fiscal Agent/Trustee accounts is the most current rate available.
LAIF & AIM interest Rates are as of August, 2025
SUMMARY OF CASH AND INVESTMENTS
CITY OF PALMDALE
TREASURER'S REPORT OF INVESTMENTS
AUGUST 31, 2025
CITY OF PALMDALE
POOLED CASH - LOCAL AGENCY INVESTMENT FUND (LAIF), CALIFORNIA ASSET MANAGEMENT PROGRAM (CAMP), & UBS FINANCIAL SERVICES
TRANSACTION INTEREST
DATE DEPOSIT WITHDRAWAL RECEIVED BALANCE
LAIF - CITY ACCOUNT 98-19-620
Beginning Balance 52,629,095.75$
08-21-25 (5,000,000.00)$
08-07-25 7,000,000.00$
Subtotal 7,000,000.00$ (5,000,000.00)$ -$ 54,629,095.75$ LAIF - PFA ACCOUNT 40-19-078
Beginning Balance 39,744,157.84$
Subtotal -$ -$ -$ 39,744,157.84$ LAIF - LIBRARY ACCOUNT 16-19-012
Beginning Balance 13,927.62$
Subtotal -$ -$ -$ 13,927.62$ LAIF - ARPA ACCOUNT 19-19-004
Beginning Balance 14,249,891.87$
Subtotal -$ -$ -$ 14,249,891.87$ CAMP
Beginning Balance 53,145,462.51$
08-31-25 198,772.10 $
Subtotal -$ -$ 198,772.10$ 53,344,234.61$ UBS Financial Services
Beginning Balance 80.69$
08-31-25 (157,219.82) $ 146,477.65 $ 2,815,000.00$ (2,435,990.75)$
Subtotal 2,815,000.00$ (2,593,210.57)$ 146,477.65$ 368,347.77$ Total 9,815,000.00$ (7,593,210.57)$ 345,249.75$ 162,349,655.46$
CITY OF PALMDALE
TREASURER'S REPORT OF INVESTMENTS
AUGUST 31, 2025
TN= US Treasury C= Call
FP= Federal Paper M= Maturity
CD= Certificate of Deposit CB= Corporate Bond
FACE
PURCHASE MATURITY VALUE INTEREST NET INVESTED GAIN/
ISSUER DATE DATE REDEEMED RECEIVED FUNDS AMOUNT (LOSS)
-
3133EPLE3 Federal Farm Credit06-05-23 08-22-25 FP 2,815,000.00$ 29,943.78$ 2,844,943.78$ 2,809,538.90 5,461.10 3133EL3P7 Federal Farm Credit06-29-22 08-12-25 FP 1,810,000.00$ 4,796.50$ 1,814,796.50$ 1,801,730.69 8,269.31 3133ETFB8 Federal Farm Credit Bank06-13-25 08-25-25 FP 5,000,000.00$ 66,351.39$ 5,066,351.39$ 4,994,266.50 5,733.50 3133ETGK7 Federal Farm Credit Bank06-27-25 08-27-25 FP 5,000,000.00$ 77,187.50$ 5,077,187.50$ 4,994,822.90 5,177.10 14,625,000.00$ 178,279.17$ 14,803,279.17$ 14,600,358.99$ 24,641.01$ Total Number of Transactions:
CITY OF PALMDALE
POOLED CASH - INVESTMENTS MATURED OR CALLED
CITY OF PALMDALE
TREASURER'S REPORT OF INVESTMENTS
AUGUST 31, 2025
TN = US Treasury
FP = Federal Paper
CD = Certificate of Deposit
CN = Corporate Notes ACCRUED
PURCHASE MATURITY FACE PREMIUM / PURCHASE INTEREST NET Yield
ISSUER DATE DATE VALUE (DISCOUNT) PRICE PURCHASED PURCHASE 06406RBK2 Bank of Melon Corp 08-27-25CN 07-26-29 1,000,000.00$ (21,952.92) 1,021,952.92$ 3,957.67$ 1,025,910.59 4.09 89236TMK8 Toyota Motor Crdt Corp 08-27-25CN 08-09-29 500,000.00$ (10,587.75) 510,587.75$ 1,137.50$ 511,725.25 4.03 91324PDX7 United Health Group Inc 08-27-25CN 05-13-30 1,000,000.00$ 85,788.08 914,211.92$ 5,666.67$ 919,878.59 4.15 3133ETUN5 Federal Farm Credit 08-29-25FP 02-25-30 5,000,000.00$ - 5,000,000.00$ 2,472.22$ 5,002,472.22 4.45 3133ETUM7 Federal Farm Credit 08-28-25FP 02-25-30 5,000,000.00$ - 5,000,000.00$ 1,887.50$ 5,001,887.50 4.53 - -
12,500,000.00$ 53,247.41$ 12,446,752.59$ 15,121.56$ 12,461,874.15$ Total Number of Transactions:
POOLED CASH - INVESTMENTS PURCHASED
SUCCESSOR AGENCY TO THE COMMUNITY REDEVELOPMENT AGENCY OF THE CITY OF PALMDALE
TREASURER'S REPORT OF INVESTMENTS
August 31, 2025
PURCHASE MATURITY ACCOUNT/ INTEREST INVESTED
DATE DATE FUND INSTITUTION RATE AMOUNT TOTAL
LAIF - SA ACCOUNT 65-19-035
09-01-84 n/a SA Account 65-19-035 0.78 3,942,545.58
3,942,545.58$
FISCAL AGENT CASH
BOND PROCEEDS
CRA - 2002 Sub Lien Tax Allocation Bonds $5.3M ($5,329,748.25) Fiscal Agent: U.S. Bank National Association
08-20-02 n/a Reserve Fund 94460700 2.54 543,768.54
08-20-02 n/a Interest Acct 94460701 0.04 42,124.83
08-20-02 n/a Principal Acct 94460702 0.04 376.60
TOTAL CRA - 2002 Sub Lien Tax Allocation Bonds $5.3M ($5,329,748.25) 586,269.97$
BOND PROCEEDS
2016 SA $31.5M Tax Allocation Refunding Bonds Series A
Fiscal Agent: U.S. Bank National Association (fka First Trust) 04-26-16 n/a Debt Service 245113000 0.00 5,545,706.29
04-26-16 n/a Interest Acc 245113001 N/A 0.00
TOTAL 2016 SA $31.5M Tax Allocation Refunding Bonds Series A 5,545,706.29$
GRAND TOTAL - FISCAL AGENT CASH
SUMMARY OF CASH AND INVESTMENTS
Cash on Hand 6,200,425$ 6,200,425.22$
($710,927)
Pooled Cash Investments 3,942,546$ $710,927
6,200,425.22$
Successor Agency Fiscal Agent Cash -$ *
Grand total 10,142,971$
* The interest rate quoted on LAIF and Fiscal Agent/Trustee accounts is the most current rate available.
LAIF interestrates are as of August 31, 2025.
S:\Cash and Investment\Investment\Investment Reports\25-26\02 Aug 2025\[AUG 2025 Successor Investment Report.xls]LAIF Transactions
SUCCESSOR AGENCY TO THE COMMUNITY REDEVELOPMENT AGENCY OF THE CITY OF PALMDALE
TREASURER'S REPORT OF INVESTMENTS
August 31, 2025
POOLED CASH - STATE OF CALIFORNIA LOCAL AGENCY INVESTMENT FUND (LAIF)
TRANSACTION INTEREST
DATE DEPOSIT WITHDRAWAL RECEIVED BALANCE
LAIF - SA ACCOUNT 65-19-035
Beginning Balance 3,942,545.58
Subtotal -$ -$ -$ 3,942,545.58$
City Council Staff Report
DATE: OCTOBER 7, 2025
TO: HONORABLE MAYOR PRO TEM AND CITY COUNCIL
FROM: OPERATIONS DEPARTMENT
HUMAN RESOURCES DIVISION
DISTRICT: ALL
SUBJECT: ADOPT RESOLUTION NO. CC 2025 -072, A RESOLUTION OF THE
CITY COUNCIL OF THE CITY OF PALMDALE APPROVING A
REVISED PUBLICLY AVAILABLE PAY SCHEDULE TO ENSURE
COMPLIANCE WITH THE PUBLIC EMPLOYEES’ RETIREMENT
SYSTEM (CALPERS) PENSIONABLE COMPENSATION
REQUIREMENTS FOR GENERAL POSITIONS
RECOMMENDATION
Staff recommend that the City Council:
1. Adopt Resolution No. CC 2025-072, a Resolution of the City Council of the City of Palmdale adopting a revised Publicly Available Pay Schedule to ensure compliance with the Pub lic Employees’ Retirement System (CalPERS) pensionable compensation requirements for general positions; and,
2. Authorize the Interim City Manager, or designee, to take all necessary actions to implement the terms of this Resolution.
BACKGROUND
In accordance with the Public Employees’ Retirement Law and the California Code of Regulations, Title 2, Section 570.5, the City of Palmdale is required to maintain a publicly available pay schedule that meets CalPERS standards for transparency and compliance. This regulation, reinforced through CalPERS Circular Letters 200 -056-11, 200-050-12, and 200 -003-20, requires that all classifications and corresponding pay rates be formally adopted by the governing body in an open meeting, include position titles, pay ranges, time bases, and effective dates, and be made accessible to the public for no less than five years. Only compensation appearing on such a schedule may be reported to CalPERS for retirement purposes.
Report to Mayor Pro Tem and City Council
Re: Adopt Resolution No. CC 2025-072
October 7, 2025
DISCUSSION
To remain compliant with these requirements and ensure that employee compensation is accurately documented and reported, the City periodically revises its pay schedule. The proposed action before the Council reflects these necessary updates.
FISCAL IMPACT
$0; There is no fiscal impact associated with this action.
STRATEGIC PLAN
Goal II: Ensure long-term fiscal health of the City and maintain funding for services.
B. Manage resources, costs, and liabilities to ensure the City’s long-term fiscal health.
C. Involve and expand engagement to enhance public oversight and transparency.
Prepared by: Janelle Samson, Director of Operations
Certified as to availability of Funds: Janelle Samson, Director of Operations Approved by: Salvador Mendez, Interim City Manager
Approved as to form: Alexandra Severino, City Attorney
ATTACHMENTS
Atch Circular 200-003-20
Reso. No. CC 2025-072
Exh A General Classification and Pay Plan
Exh B General Positions Salary Schedule
California Public Employees’ Retirement System
P.O. Box 942715 | Sacramento, CA 94229-2715
888 CalPERS (or 888-225-7377) | TTY: (877) 249-7442
www.calpers.ca.gov
Payroll
Circular Letter
January 8, 2020
Circular Letter: 200-003-20
Distribution: IV, VI, X, XII, XVI
To: All CalPERS Contracted Agencies (Public Agency, Schools, and State) Subject: Statutory and Regulatory Requirements for Publicly Available Pay Schedules Purpose
The purpose of this Circular Letter is to inform all CalPERS Contracted Agencies of the requirements for providing CalPERS with a Publicly Available Pay Schedule in compliance with the Public Employees’ Retirement Law (PERL), Public Employees’ Pension Reform Act of 2013 (PEPRA), and Title 2 of the California Code of Regulations (CCR).
Purpose of Publicly Available Pay Schedules
Under the PERL and PEPRA, compensation earnable and pensionable compensation are determined in accordance with amounts identified on publicly available pay schedules.
Compensation Earnable
Under Government (Gov.) Code sections 20636 and 20636.1, compensation earnable means the pay rate and special compensation of the member, as further defined by those statutes.
Pay rate for contracting agency and school members is deemed the normal monthly rate of pay or base pay of the member paid in cash to similarly situated members of the same group or class of employment for services rendered on a full-time basis during normal working hours, pursuant to publicly available pay schedules. Pay rate for contracting agency and school members who are not in a group or class is deemed the monthly rate of pay or base pay of the member, paid in cash and pursuant to publicly available pay schedules, for services rendered on a full-time basis during normal working hours, subject to specified limitations.
Circular Letter: 200-003-20
January 8, 2020
Pay rate for state members is deemed the average monthly remuneration paid in cash out of funds paid by the employer to similarly situated members of the same group or class of employment, in payment for the member’s services or for time during which the member is excused from work, as further specified by subdivision (g) of Gov. Code 20636, pursuant to publicly available pay schedules.
Pensionable Compensation
Pursuant to Gov. Code section 7522.34, pensionable compensation of a new member of any public retirement system means the normal monthly rate of pay or base pay of the member paid in cash to similarly situated members of the same group or class of employment for services rendered on a full-time basis during normal working hours, pursuant to publicly available pay schedules, subject to specified limitations.
Requirements of Publicly Available Pay Schedules
Subdivision (a) of CCR section 570.5 defines the requirements for a publicly available pay schedule used to determine pay rates.
Pay rates shall be limited to the amount listed on a pay schedule that must meet all the following eight (8) requirements:
1. Be duly approved and adopted by the employer's governing body in accordance with requirements of applicable public meetings laws
2. Identify the position title for every employee position
3. Show the pay rate as a single amount or multiple amounts within a range for each identified position
4. Indicate the time base, including, but not limited to, whether the time base is hourly, daily, bi-weekly, monthly, bi-monthly, or annually
5. Be posted at the office of the employer or immediately accessible and available for public review from the employer during normal business hours or posted on the employer's website
6. Indicate an effective date and date of any revisions
7. Is retained by the employer and available for public inspection for not less than five years
8. Does not reference another document in lieu of disclosing the pay rate Here is an example of a compliant pay schedule, to the extent it has been duly approved and adopted by the employer’s governing body in accordance with requirements of applicable public meeting laws, it is posted on the employer’s website, and it is retained by the employer and available for public inspection for not less than five years:
Circular Letter: 200-003-20
January 8, 2020
Classification Rate Type Step 1 Step 2 Step 3 Step 4 Step 5 City Manager Monthly $10,500 $11,000 $11,500 $12,000 $12,500 City Counsel Monthly $10,000 $10,500 $11,000 $11,500 $12,000 City Clerk Monthly $5,500 $6,000 $6,500 $7,000 $7,500
Call Center Representative Monthly $5,000 $5,500 $6,000 $6,500 $7,000 Analyst Monthly $5,000 $5,500 $6,000 $6,500 $7,000
Assistant Monthly $4,500 $5,000 $5,500 $6,000 $6,500
Revised as of 09/01/2017 and adopted by the Board as of 09/15/2017 City of CalPERS
Salary Schedule for Fiscal Year 17-18
Effective as of 07/01/2017
Special Compensation
Pursuant to CCR section 571 for classic members, and CCR section 571.1 for new members under PEPRA, special compensation items are defined under an exclusive list. Each special compensation item shall be reported separately from pay rate, in accordance with the criteria described in those regulations. Therefore, a publicly available pay schedule in which the special compensation items are reflected in the pay rates does not comply with CCR section 570.5.
Absence of Publicly Available Pay Schedule
If an employer fails to meet the requirements of subdivision (a) of CCR section 570.5, under subdivision (b), the board may determine in its sole discretion an amount that will be considered as pay rate, taking into consideration all information it deems relevant including, but not limited to, the following:
• Documents approved by the employer’s governing body in accordance with requirements of public meeting laws and maintained by the employer
• Last pay rate listed on a pay schedule that conforms to the requirements of subdivision (a) with the same employer for the position at issue
• Last pay rate for the member that is listed on a pay schedule that conforms with the requirements of subdivision (a) with the same employer for a different position • Last pay rate for the member in a position that was held by the member and that is listed on a pay schedule that conforms to the requirements of subdivision (a) of a former CalPERS employer.
Importance of Publicly Available Pay Schedule
Publicly available pay schedules are required by CalPERS and are a critical component to verify all members’ pay rates when calculating members’ retirement benefits. Maintaining a compliant publicly available pay schedule will support transparency and expedite CalPERS’ review process.
Circular Letter: 200-003-20
January 8, 2020
Failure to provide CalPERS with a compliant publicly available pay schedule may result in a retirement benefit being delayed.
Questions
It is the employer’s responsibility to comply with all terms and conditions set forth in the employer’s contract with CalPERS and to ensure all reportable information is compliant with the PERL, PEPRA, and the CCR.
If you have any questions or concerns, contact the CalPERS Customer Contact Center at 888 CalPERS (or 888-225-7377), or email [email protected].
R
enee Ostrander, Chief
Employer Account Management Division
CITY COUNCIL
CITY OF PALMDALE, CALIFORNIA
RESOLUTION NO. CC 2025-072
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PALMDALE APPROVING
A REVISED PUBLICLY AVAILABLE PAY SCHEDULE TO ENSURE COMPLIANCE WITH THE PUBLIC EMPLOYEES’ RETIREMENT SYSTEM (CALPERS)
PENSIONABLE COMPENSATION REQUIREMENTS FOR GENERAL POSITIONS.
WHEREAS, the City of Palmdale (City) maintains a comprehensive salary and pay plan for all of its employees and is required to adopt by resolution or ordinance any and all revisions to its salary schedule in order to ensure accurate reporting to the California Public Employees' Retirement Sy stem (CalPERS) in compliance with the Public Employees' Retirement Law (PERL) and related regulations; and
WHEREAS, the City Council finds that the revised publicly available pay schedule is necessary and appropriate to maintain consistency with comparab le public agencies and to ensure the proper administration of employee compensation;
NOW THEREFORE, BE IT RESOLVED, THE CITY COUNCIL OF THE CITY OF
PALMDALE DOES HEREBY FIND, DETERMINE, RESOLVE AND ORDER AS FOLLOWS:
SECTION 1. the City Council of the City of Palmdale hereby adopts the revised publicly available pay schedule, attached hereto as Exhibit A, and Exhibit B, and incorporated herein by reference.
SECTION 2 . The City Manager, or designee , is hereby authorized to take all necessary actions to implement the terms of this Resolution.
SECTION 3. The publicly available pay schedule, as detailed in Exhibit A, and Exhibit B, are deemed to be effective on 06/30/2025, and revised on 09/02/2025.
SECTION 4. The City Clerk shall certify to the adoption of this resolution. \
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Resolution No. CC 2025-072 Amending the City of Palmdale’s Publicly Available Pay Schedule for General Positions
PASSED, APPROVED and ADOPTED this 7th day of October, 2025.
_________________________________
Approved as to form: Laura Bettencourt, Mayor Pro Tem
ATTEST:
___________________________ _________________________________ Alexandra Severino, City Attorney Rochelle Scott, City Clerk
I, Rochelle Scott, City Clerk of Palmdale, California, do hereby certify that the foregoing resolution was duly passed, approved, and adopted by the City Council of the City of Palmdale at a regular meeting of said Council held on the 7th day of October, 2025 by the following roll call vote:
AYES:
NOES:___________________________________________________________
ABSTAIN:______________________ABSENT:___________________________
Date:
Rochelle Scott, City Clerk
Classification & Pay Plan Effective: 06/30/2025
Revision Date: 09/02/2025
Adopted: 10/07/2025, Resolution No. CC: 2025-072
CLASSIFICATION & PAY PLAN - GENERAL POSITIONS
HOURLY
TITLE RANGE # RANGE
Intern 14 $18.21 - $20.54
Administrative Intern 18 $19.94 - $25.45
Office Assistant I 20 $21.99 - $28.06
Clerk I 20 $21.99 - $28.06
SAVES Assistant 22 $24.24 - $30.94
Clerk II 22 $24.24 - $30.94
Neighborhood Compliance Officer 24 $26.73 - $34.12
Senior Neighborhood Compliance Officer 26 $29.47 - $37.61 Technician I 26 $29.47 - $37.61
Administrative Assistant 27 $30.94 - $39.49
Coordinator I 30 $35.82 - $45.72
MO NTHLY
TITLE RANGE # RANGE
Office Assistant I 20 $3,812 - $4,864
Account Clerk I 22 $4,202 - $5,363
Office Assistant II 22 $4,202 - $5,363
SAVES Assistant 22 $4,202 - $5,363
Account Clerk II 24 $4,633 - $5,914
Neighborhood Compliance Officer 24 $4,633 - $5,914
Community Compliance Aide I 26 $5,108 - $6,519
Community Service Officer 26 $5,108 - $6,519
Senior Account Clerk 26 $5,108 - $6,519
Senior Neighborhood Compliance Officer 26 $5,108 - $6,519 Technician I 26 $5,108 - $6,519
Administrative Assistant 27 $5,363 - $6,845
Community Compliance Aide II 28 $5,630 - $7,190
Specialist 28 $5,630 - $7,190
Technician II 28 $5,630 - $7,190
Classification & Pay Plan Effective: 06/30/2025
Revision Date: 09/02/2025
Adopted: 10/07/2025, Resolution No. CC: 2025-072
MONTHLY
TITLE RANGE # RANGE
Senior Administrative Assistant 29 $5,914- $7,545
Coordinator I 30 $6,209 - $7,925
Planning Aide 30 $6,209 - $7,925
Senior Technician 30 $6,209 - $7,925
Buyer 31 $6,519 - $8,322
City Council Legislative Aide 31 $6,519 - $8,322
Code Enforcement Officer I 31 $6,519 - $8,322
Executive Assistant 31 $6,519 - $8,322
Inspector I 31 $6,519 - $8,322
Assistant Planner 32 $6,845 - $8,736
Coordinator II 32 $6,845 - $8,736
Specialist Sr 32 $6,845 - $8,736
Supervising Technician 32 $6,845 - $8,736
Code Enforcement Officer II 33 $7,190 - $9,175
Inspector II 33 $7,190 - $9,175
Senior Buyer 33 $7,190 - $9,175
Supervisor I 33 $7,190 - $9,175
Analyst I 34 $7,545 - $9,634
Associate Planner 34 $7,545 - $9,634
Coordinator Sr 34 $7,545 - $9,634
Senior Engineering Technician 34 $7,545 - $9,634
Code Enforcement Officer Sr 35 $7,925 - $10,114
Inspector Sr 35 $7,925 - $10,114
Supervisor II 35 $7,925 - $10,114
Analyst II 36 $8,322 - $10,622
Supervising Coordinator 37 $8,736 - $11,142
Supervisor Sr 37 $8,736 - $11,142
Senior Planner 37 $8,736 - $11,142
Analyst Sr 38 $9,175 - $11,709
Safety Officer 38 $9,175 - $11,709
Superintendent 38 $9,175 - $11,709
Classification & Pay Plan Effective: 06/30/2025
Revision Date: 09/02/2025
Adopted: 10/07/2025, Resolution No. CC: 2025-072
MONTHLY
TITLE RANGE # RANGE
A
ssociate Engineer 39 $9,634 - $12,295
Project Manager 39 $9,634 - $12,295
Supervising Inspector 39 $9,634 - $12,295
Supervising Plan Reviewer 39 $9,634 - $12,295
Emergency Services Administrator 40 $10,114 - $12,910
Manager I 40 $10,114 - $12,910
Principal Planner 40 $10,114 - $12,910
Manager II 42
Senior Civil Engineer 4 2
City Clerk 4 3
Building Official 4 4
Traffic Engineer
M
anager Sr
44 44
Deputy Director 4 6
City Engineer 4 8
Director 5 0
Deputy City Manager 5 1
Director of Public Works 5 1
Assistant City Manager 5 5
Interim City Manager C 1
City Manager C 2
$11,142 - $14,232
$11,142 - $14,232
$11,709 - $14,941
$12,295 - $15,690
$12,295 - $15,690
$12,295 - $15,690
$13,555 - $17,297
$14,941 - $19,072
$16,474 - $21,029
$17,297 - $22,079
$17,297 - $22,079
$21,029 - $26,835
$23,182 - $27,818
$26,500 - $31,800
City of Palmdale
Hourly Wage Range/Step Schedule - General Positions
Range Step A Step B Step C Step D Step E Step F
14 N/A N/A 18.21 19.00 19.94 20.54
15 16.61 18.21 19.00 19.94 20.95 21.99
16 18.21 19.00 19.94 20.95 21.99 23.10
17 19.00 19.94 20.95 21.99 23.10 24.24
18 19.94 20.95 21.99 23.10 24.24 25.45
19 20.95 21.99 23.10 24.24 25.45 26.73
20 21.99 23.10 24.24 25.45 26.73 28.06
21 23.10 24.24 25.45 26.73 28.06 29.47
22 24.24 25.45 26.73 28.06 29.47 30.94
23 25.45 26.73 28.06 29.47 30.94 32.48
24 26.73 28.06 29.47 30.94 32.48 34.12
25 28.06 29.47 30.94 32.48 34.12 35.82
26 29.47 30.94 32.48 34.12 35.82 37.61
27 30.94 32.48 34.12 35.82 37.61 39.49
28 32.48 34.12 35.82 37.61 39.49 41.48
29 34.12 35.82 37.61 39.49 41.48 43.53
30 35.82 37.61 39.49 41.48 43.53 45.72
31 37.61 39.49 41.48 43.53 45.72 48.01
32 39.49 41.48 43.53 45.72 48.01 50.40
33 41.48 43.53 45.72 48.01 50.40 52.93
34 43.53 45.72 48.01 50.40 52.93 55.58
35 45.72 48.01 50.40 52.93 55.58 58.35
36 48.01 50.40 52.93 55.58 58.35 61.28
37 50.40 52.93 55.58 58.35 61.28 64.28
38 52.93 55.58 58.35 61.28 64.28 67.55
39 55.58 58.35 61.28 64.28 67.55 70.93
40 58.35 61.28 64.28 67.55 70.93 74.48
41 61.28 64.28 67.55 70.93 74.48 78.20
42 64.28 67.55 70.93 74.48 78.20 82.11
43 67.55 70.93 74.48 78.20 82.11 86.20
44 70.93 74.48 78.20 82.11 86.20 90.52
45 74.48 78.20 82.11 86.20 90.52 95.04
46 78.20 82.11 86.20 90.52 95.04 99.79
47 82.11 86.20 90.52 95.04 99.79 104.78
48 86.20 90.52 95.04 99.79 104.78 110.03
49 90.52 95.04 99.79 104.78 110.03 115.52
50 95.04 99.79 104.78 110.03 115.52 121.32
51 99.79 104.78 110.03 115.52 121.32 127.38
52 104.78 110.03 115.52 121.32 127.38 133.74
53 110.03 115.53 121.32 127.38 133.74 140.42
54 115.53 121.32 127.38 133.74 140.42 147.45
55 121.32 127.38 133.74 140.42 147.45 154.82
C1 133.74 N/A N/A N/A N/A 160.49
C2 152.89 N/A N/A N/A N/A 183.46
Salary Schedule Effective: 06/30/2025
Revision Date: 09/02/2025
City of Palmdale
Bi-weekly Wage Range/Step Schedule - General Positions
Range Step A Step B Step C Step D Step E Step F
14 N/A N/A 1,456.80 1,520.00 1,595.20 1,643.20
15 1,328.80 1,456.80 1,520.00 1,595.20 1,676.00 1,759.20 16 1,456.80 1,520.00 1,595.20 1,676.00 1,759.20 1,848.00 17 1,520.00 1,595.20 1,676.00 1,759.20 1,848.00 1,939.20 18 1,595.20 1,676.00 1,759.20 1,848.00 1,939.20 2,036.00 19 1,676.00 1,759.20 1,848.00 1,939.20 2,036.00 2,138.40 20 1,759.20 1,848.00 1,939.20 2,036.00 2,138.40 2,244.80 21 1,848.00 1,939.20 2,036.00 2,138.40 2,244.80 2,357.60 22 1,939.20 2,036.00 2,138.40 2,244.80 2,357.60 2,475.20 23 2,036.00 2,138.40 2,244.80 2,357.60 2,475.20 2,598.40 24 2,138.40 2,244.80 2,357.60 2,475.20 2,598.40 2,729.60 25 2,244.80 2,357.60 2,475.20 2,598.40 2,729.60 2,865.60 26 2,357.60 2,475.20 2,598.40 2,729.60 2,865.60 3,008.80 27 2,475.20 2,598.40 2,729.60 2,865.60 3,008.80 3,159.20 28 2,598.40 2,729.60 2,865.60 3,008.80 3,159.20 3,318.40 29 2,729.60 2,865.60 3,008.80 3,159.20 3,318.40 3,482.40 30 2,865.60 3,008.80 3,159.20 3,318.40 3,482.40 3,657.60 31 3,008.80 3,159.20 3,318.40 3,482.40 3,657.60 3,840.80 32 3,159.20 3,318.40 3,482.40 3,657.60 3,840.80 4,032.00 33 3,318.40 3,482.40 3,657.60 3,840.80 4,032.00 4,234.40 34 3,482.40 3,657.60 3,840.80 4,032.00 4,234.40 4,446.40 35 3,657.60 3,840.80 4,032.00 4,234.40 4,446.40 4,668.00 36 3,840.80 4,032.00 4,234.40 4,446.40 4,668.00 4,902.40 37 4,032.00 4,234.40 4,446.40 4,668.00 4,902.40 5,142.40 38 4,234.40 4,446.40 4,668.00 4,902.40 5,142.40 5,404.00 39 4,446.40 4,668.00 4,902.40 5,142.40 5,404.00 5,674.40 40 4,668.00 4,902.40 5,142.40 5,404.00 5,674.40 5,958.40 41 4,902.40 5,142.40 5,404.00 5,674.40 5,958.40 6,256.00 42 5,142.40 5,404.00 5,674.40 5,958.40 6,256.00 6,568.80 43 5,404.00 5,674.40 5,958.40 6,256.00 6,568.80 6,896.00 44 5,674.40 5,958.40 6,256.00 6,568.80 6,896.00 7,241.60 45 5,958.40 6,256.00 6,568.80 6,896.00 7,241.60 7,603.20 46 6,256.00 6,568.80 6,896.00 7,241.60 7,603.20 7,983.20 47 6,568.80 6,896.00 7,241.60 7,603.20 7,983.20 8,382.40 48 6,896.00 7,241.60 7,603.20 7,983.20 8,382.40 8,802.40 49 7,241.60 7,603.20 7,983.20 8,382.40 8,802.40 9,241.60 50 7,603.20 7,983.20 8,382.40 8,802.40 9,241.60 9,705.60 51 7,983.20 8,382.40 8,802.40 9,241.60 9,705.60 10,190.40 52 8,382.40 8,802.40 9,241.60 9,705.60 10,190.40 10,699.20 53 8,802.40 9,242.40 9,705.60 10,190.40 10,699.20 11,233.60 54 9,242.40 9,705.60 10,190.40 10,699.20 11,233.60 11,796.00 55 9,705.60 10,190.40 10,699.20 11,233.60 11,796.00 12,385.60 C2 10,699.20 N/A N/A N/A N/A 12,839.04
C1 12,230.95 N/A N/A N/A N/A 14,677.14
Salary Schedule Effective: 06/30/2025
Revision Date: 09/02/2025
City of Palmdale
Monthly Wage Range/Step Schedule - General Positions
Range Step A Step B Step C Step D Step E Step F
14 N/A N/A 3,156 3,293 3,456 3,560
15 N/A 3,156 3,293 3,456 3,631 3,812
16 3,156 3,293 3,456 3,631 3,812 4,004
17 3,293 3,456 3,631 3,812 4,004 4,202
18 3,456 3,631 3,812 4,004 4,202 4,411
19 3,631 3,812 4,004 4,202 4,411 4,633
20 3,812 4,004 4,202 4,411 4,633 4,864
21 4,004 4,202 4,411 4,633 4,864 5,108
22 4,202 4,411 4,633 4,864 5,108 5,363
23 4,411 4,633 4,864 5,108 5,363 5,630
24 4,633 4,864 5,108 5,363 5,630 5,914
25 4,864 5,108 5,363 5,630 5,914 6,209
26 5,108 5,363 5,630 5,914 6,209 6,519
27 5,363 5,630 5,914 6,209 6,519 6,845
28 5,630 5,914 6,209 6,519 6,845 7,190
29 5,914 6,209 6,519 6,845 7,190 7,545
30 6,209 6,519 6,845 7,190 7,545 7,925
31 6,519 6,845 7,190 7,545 7,925 8,322
32 6,845 7,190 7,545 7,925 8,322 8,736
33 7,190 7,545 7,925 8,322 8,736 9,175
34 7,545 7,925 8,322 8,736 9,175 9,634
35 7,925 8,322 8,736 9,175 9,634 10,114
36 8,322 8,736 9,175 9,634 10,114 10,622
37 8,736 9,175 9,634 10,114 10,622 11,142
38 9,175 9,634 10,114 10,622 11,142 11,709
39 9,634 10,114 10,622 11,142 11,709 12,295
40 10,114 10,622 11,142 11,709 12,295 12,910
41 10,622 11,142 11,709 12,295 12,910 13,555
42 11,142 11,709 12,295 12,910 13,555 14,232
43 11,709 12,295 12,910 13,555 14,232 14,941
44 12,295 12,910 13,555 14,232 14,941 15,690
45 12,910 13,555 14,232 14,941 15,690 16,474
46 13,555 14,232 14,941 15,690 16,474 17,297
47 14,232 14,941 15,690 16,474 17,297 18,162
48 14,941 15,690 16,474 17,297 18,162 19,072
49 15,690 16,474 17,297 18,162 19,072 20,023
50 16,474 17,297 18,162 19,072 20,023 21,029
51 17,297 18,162 19,072 20,023 21,029 22,079
52 18,162 19,072 20,023 21,029 22,079 23,182
53 19,072 20,025 21,029 22,079 23,182 24,339
54 20,025 21,029 22,079 23,182 24,339 25,558
55 21,029 22,079 23,182 24,339 25,558 26,835
C2 23,182 N/A N/A N/A N/A 27,818
C1 26,500 N/A N/A N/A N/A 31,800
Salary Schedule Effective: 06/30/2025
Revision Date: 09/02/2025
City of Palmdale
Yearly Wage Range/Step Schedule - General Positions
Range Step A Step B Step C Step D Step E Step F
14 N/A N/A 37,877 39,520 41,475 42,723 15 N/A 37,877 39,520 41,475 43,576 45,739 16 37,877 39,520 41,475 43,576 45,739 48,048 17 39,520 41,475 43,576 45,739 48,048 50,419 18 41,475 43,576 45,739 48,048 50,419 52,936 19 43,576 45,739 48,048 50,419 52,936 55,598 20 45,739 48,048 50,419 52,936 55,598 58,365 21 48,048 50,419 52,936 55,598 58,365 61,298 22 50,419 52,936 55,598 58,365 61,298 64,355 23 52,936 55,598 58,365 61,298 64,355 67,558 24 55,598 58,365 61,298 64,355 67,558 70,970 25 58,365 61,298 64,355 67,558 70,970 74,506 26 61,298 64,355 67,558 70,970 74,506 78,229 27 64,355 67,558 70,970 74,506 78,229 82,139 28 67,558 70,970 74,506 78,229 82,139 86,278 29 70,970 74,506 78,229 82,139 86,278 90,542 30 74,506 78,229 82,139 86,278 90,542 95,098 31 78,229 82,139 86,278 90,542 95,098 99,861 32 82,139 86,278 90,542 95,098 99,861 104,832 33 86,278 90,542 95,098 99,861 104,832 110,094 34 90,542 95,098 99,861 104,832 110,094 115,606 35 95,098 99,861 104,832 110,094 115,606 121,368 36 99,861 104,832 110,094 115,606 121,368 127,462 37 104,832 110,094 115,606 121,368 127,462 133,702 38 110,094 115,606 121,368 127,462 133,702 140,504 39 115,606 121,368 127,462 133,702 140,504 147,534 40 121,368 127,462 133,702 140,504 147,534 154,918 41 127,462 133,702 140,504 147,534 154,918 162,656 42 133,702 140,504 147,534 154,918 162,656 170,789 43 140,504 147,534 154,918 162,656 170,789 179,296 44 147,534 154,918 162,656 170,789 179,296 188,282 45 154,918 162,656 170,789 179,296 188,282 197,683 46 162,656 170,789 179,296 188,282 197,683 207,563 47 170,789 179,296 188,282 197,683 207,563 217,942 48 179,296 188,282 197,683 207,563 217,942 228,862 49 188,282 197,683 207,563 217,942 228,862 240,282 50 197,683 207,563 217,942 228,862 240,282 252,346 51 207,563 217,942 228,862 240,282 252,346 264,950 52 217,942 228,862 240,282 252,346 264,950 278,179 53 228,862 240,302 252,346 264,950 278,179 292,074 54 240,302 252,346 264,950 278,179 292,074 306,696 55 252,346 264,950 278,179 292,074 306,696 322,026 C2 278,179 N/A N/A N/A N/A 333,815
C1 318,005 N/A N/A N/A N/A 381,606
Salary Schedule Effective: 06/30/2025
Revision Date: 09/02/2025
City Council Staff Report
DATE: OCTOBER 7, 2025
TO: HONORABLE MAYOR PRO TEM AND CITY COUNCIL
FROM: DEPARTMENT OF ECONOMIC AND COMMUNITY DEVELOPMENT
DISTRICT: ALL
SUBJECT: APPROVE MEMORANDUM OF UNDERSTANDING BETWEEN THE
CITY OF PALMDALE AND ANTELOPE VALLEY ECONOMIC
DEVELOPMENT AND GROWTH ENTERPRISE (AV EDGE) , FOR A
TOTAL NOT TO EXCEED AMOUNT OF $300,000 FOR A TERM OF
ONE (1) YEAR
RECOMMENDATION
Staff recommend that the City Council:
1. Approve MOU Agreement No. A -9487, between the City of Palmdale and AV EDGE for a total not to exceed amount of $300,000 for a term of one (1) year; and,
2. Authorize the Interim City Manager or his designee to execute Agreement No. A- 9487 with AV EDGE, including minimal and/or non-substantial changes.
BACKGROUND
AV EDGE was formed when the Antelope Valley Board of Trade (AVBOT) and the Greater Antelope Valley Economic Alliance (GAVEA) merged in 2019. Since its inception, the organization has been a key strategic partner in advancing economic development initiatives for the Palmdale community and the surrounding Antelope Valley region.
In August 2022 , the City entered into its first MOU with AV EDGE to assist Palmdale's small businesses, workers, and other key travel and hospitality sectors in recovering from the negative economic effects caused by the global pandemic. AV EDGE helped connect local businesses to vital resources to maintain their storefronts and manage their assets.
The proposed MOU would strengthen the City’s ongoing partnership with AV EDGE by establishing a formal framework for collaboration. It allows AV EDGE to support and enhance the City’s economic development efforts, improving coordination and service delivery to advance shared regional economic development goals.
Report to Mayor Pro Tem and City Council
Re: MOU, Agrmt No. A-9487, between the City and AV EDGE October 7, 2025
DISCUSSION
Since 2005, the City has maintained an annual membership with AV EDGE (formerly GAVEA), supporting regional economic development efforts. Recent renewals have included benefits such as:
Recognition in AV EDGE marketing materials and website; Speaking opportunity at the annual Business Outlook Conference; One voting seat on the nine-member Executive Committee; and, Collaboration on key reports like the Annual Economic Roundtable Report and Bi- Annual Labor Market Study.
These tools support site selection, business attraction, and workforce development in Palmdale. The proposed new MOU (Agreement No. A-9487) builds on this foundation. It expands deliverables to include:
Business recruitment and site promotion;
Participation in regional forums and broker site visits; Support for startups, small businesses, and workforce initiatives; and, Continued delivery of the Labor Market Study and Economic Roundtable Report.
To ensure accountability, AV EDGE will provide quarterly reports measuring progress on core deliverables related to Business Retention, Attraction, and Expansion.
Key focus areas of the MOU include:
Lead Generation;
Inventory of commercial, industrial, and vacant properties; Attendance at key forums and conferences;
Coordination of a Business Attraction Task Force (BATF); Support for Startups; and,
Workforce Development and Facility Support.
FISCAL IMPACT
$300,000; Funds are budgeted and available in FY 2025-26. As a result of this agreement, the City will benefit from sales tax revenues, property tax revenues, and job creation derived from the retention of e xisting businesses, expansion to additional locations, and attraction of outside firms to develop sites in Palmdale.
STRATEGIC PLAN
Goal II: Ensure long-term fiscal health of the city and maintain funding for services.
Report to Mayor Pro Tem and City Council
Re: MOU, Agrmt No. A-9487, between the City and AV EDGE October 7, 2025
A. Manage resources, costs, and liabilities to ensure the City’s long-term fiscal health.
Prepared by: Megan Taggart, Director of Economic and
Community Development
Certified as to availability of Funds: Janelle Samson, Director of Operations Approved by: Salvador Mendez, Interim City Manager
Approved as to form: Alexandra Severino, City Attorney
ATTACHMENTS
Agrmt. No. A-9487, MOU with AV EDGE
MEMORANDUM OF UNDERSTANDING
MEMORANDUM OF UNDERSTANDING NO. A-9487
A MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF PALMDALE
AND AV EDGE
This MEMORANDUM OF UNDERSTANDING (MOU) represents that the CONSULTANT has the required expertise and is qualified to perform the services and/or provide the product as described. THE CITY OF PALMDALE AND AV EDGE desire to memorialize the terms and conditions agreed upon.
NOW THEREF ORE, CITY AND CONSULTANT , in conside ration of the mutual covenants hereinafter set forth, agree as follows:
1. DESCRIPTION OF WORK:
1.1 Lead Generation
AV EDGE shall conduct ongoing outreach to businesses, brokers, and developers outside of the Antelope Valley to encourage and recruit expansion and investment into the Antelope Valley. AV EDGE will provide all leads generated to MOU Partner cities within one week, along with any pertinent information, including contact information. In the quarterly report, AV EDGE will provide a list of all referrals, including to whom they were sent to and when.
1.2 Commercial, Industrial, Vacancy Listings
AV EDGE shall maintain and update a comprehensive inventory of available commercial and industrial properties within the region. AV EDGE shall maintain its current website listing system for commercial and industrial properties in the region.
AV EDGE shall arrange a demonstration with the website contractor and the MOU Partners to explore additional features and reporting available through the system. If data or features requested are not available, AV EDGE will research the additional costs and/or outsourcing of services, report out to the MOU Partners, and discuss additional funding sources as necessary. MOU Partners will provide detailed information regarding the requested data needs and expanded website features.
1.3 Economic Development Forums
AV EDGE shall coordinate and host a minimum of two (2) regional economic development forums annually. At least one of the forums must be held within the jurisdiction of the City of Palmdale and one in the City of Lancaster. The forums must cover MOU Partners development highlights, site opportunities, and allow for networking, while attracting both local stakeholders and individuals from outside the Antelope Valley, including but not limited to Los Angeles County, Inland Empire, and broader Southern California markets. Complimentary tickets shall be provided to City Council and City management, who shall also be given the option to present at the forum as part of the event program. AV EDGE deliverables include a detailed marketing and outreach plan, a list of all attendees, and a post-forum summary report 1-12Concord - Document ID: generated after first signature outlining the key takeaways and recommended follow-up actions.
MOU Partners will be actively engaged in the in the planning process for the forums and provide feedback and direction in a timely manner and in coordination with regional stakeholders.
1.4 Broker Site Visits
AV EDGE shall develop and implement a broker outreach strategy to the Inland Empire, Orange County, and the Los Angeles area aimed at raising awareness and participation in Antelope Valley development and commercial and industrial real estate.
AV EDGE will convene a meeting with local brokers and developers to create an outreach strategy to bring brokers and real estate professionals to the Antelope Valley from the Los Angeles, Orange County, and Inland Empire regions for an event in a manner consistent with current industry practices. Following any event, AV EDGE will include a list of attendees, contact lists, a summary of the event, and any resulting follow-up activity.
MOU Partners will participate in the planning process, meetings, share broker contact lists and assist in bringing brokers and developers to the initial meeting and subsequent events.
1.5 Annual Economic Roundtable Report
AV EDGE shall deliver an annual report that highlights regional economic trends, investment activity, and development highlights relevant to the MOU Partners. The report shall include an analysis of job creation, capital investment/growth, along with economic development insights for the upcoming year. All content related to the MOU Partners must be subject to review and approval by the MOU Partners prior to publication in order to ensure accuracy and consistent messaging. AV EDGE shall provide content in advance with a reasonable amount of time for MOU Partners to review and provide comments and direction.
AV EDGE shall provide a schedule of comment and print deadlines to assist all MOU Partners with expectations and time management.
MOU Partners will respond with edits, comments, and direction in the timeframes agreed upon within the schedule.
1.6 Broker Newsletter
AV EDGE shall develop and distribute a broker-focused newsletter twice per year that highlights the MOU Partner’s available sites, development incentives, success stories, and economic trends. Distribution should focus on recipients outside of the greater Antelope Valley. Deliverables include email analytics, a breakdown of recipients by region, and a summary of leads or inquiries generated. 2-12Concord - Document ID: generated after first signature
1.7 Business Attraction Task Force
AV EDGE shall coordinate a Business Attraction Task Force (BATF) that convenes at least on a quarterly basis, to identify strategies aimed at recruiting businesses to Antelope Valley. The Task Force must include at least one representative from each MOU Partner, in addition to representatives from AV EDGE, local real estate agencies, and relevant local business stakeholders operating within the greater Antelope Valley. Emphasis should be placed on industries and firms operating outside of the greater Antelope Valley, especially in high-growth sectors. The MOU Partners shall work with AV EDGE to identify priority clusters, develop marketing strategies within AV EDGE's budget, and pursue viable leads. Deliverables shall include quarterly reports with outreach plans, sector targets, and a detailed summary of efforts. The focus of the marketing strategy shall be to individual businesses, not brokers or developers.
AV EDGE shall convene the BATF to discuss and develop a marketing plan to attract small and large employers to the region. This shall be done in collaboration with regional and industry partners, including the MOU Partners, industry and real estate leaders and labor representatives, and any other groups as deemed necessary by the BATF. Upon agreement on a marketing strategy and budget, AV EDGE shall utilize its marketing budget to implement its portion of the plan. Any leads generated shall be shared with the MOU Partners in a timely manner.
MOU Partners shall be actively engaged with the BATF to develop all plans and implementation strategies. MOU Partners shall also engage with AV EDGE to assist leads with regional introductions to workforce development and industry partners.
1.8 Participation in Industrial and Real Estate Conferences AV EDGE shall represent the region at a minimum of four (4) industrial or commercial real estate conferences per year. At least two of the conferences shall be at a regional or national level to allow for promotion of the MOU Partners outside of the greater Antelope Valley. Participation shall include showcasing marketing materials, and identifying new leads, potential developers, and/or business partners. All conference participation shall be developed in collaboration with the MOU Partners.
Deliverables shall include post-event reports summarizing the presence and exposure of the MOU Partners, contacts made, materials distributed, and any required follow-up actions.
AV EDGE shall compile a list of industrial and commercial real estate conferences held annually. Conference attendance, participation, and sponsorship shall be coordinated between AV EDGE and the MOU Partners to jointly determine the four events per year and the level of participation. AV EDGE shall equally share among MOU Partners any benefits associated with attendance or sponsorship.
MOU partners shall participate in AV EDGE Board discussions to mutually agree upon levels of participation. MOU Partners shall provide direction and input on any 3-12Concord - Document ID: generated after first signature regional marketing materials and provide written approval for mutually agreed upon marketing materials.
1.9 Recognition in AV EDGE Marketing and Publications
AV EDGE will feature the MOU Partners prominently and equally in all AV EDGE marketing collateral, including but not limited to websites, newsletters, brochures, and presentations. Deliverables shall include quarterly documentation highlighting how and where the MOU Partners have been promoted. AV EDGE shall include all MOU Partners equally and with a collaborative agreement on all materials. MOU Partners shall provide timely input and direction to AV EDGE when AV EDGE is developing any marketing materials and publications.
1.10 Executive Committee and Board of Directors Representation MOU Partners hold one designated voting seat on both the AV EDGE Executive Committee and Board of Directors.
MOU Partners shall designate one staff member to be listed as Director and Executive Committee member and serve as the main point of contact. At any Board or Committee meeting, any MOU Partner staff member may represent and vote on behalf of the designee.
1.11 Labor Market Study
AV EDGE shall provide a comprehensive Labor Market Study specific to the Antelope Valley at a minimum, every two years, with supplemental information summarizing labor trends in the region including city breakdowns and recommendations on industry-specific gaps and relevant workforce training and education.
AV EDGE, in collaboration with the MOU Partners, shall create a review and publication schedule and shall provide content to MOU Partners in accordance with the agreed upon schedule.
1.12 City Meeting Participation
AV EDGE representatives shall attend City Council, Planning Commission, or other similar public meetings at a minimum of once per quarter, to identify regional opportunities, advocate for projects with regional economic benefit, and provide feedback on items related to economic or workforce development. AV EDGE shall attend and participate in internal governance meetings pertaining to the items in this MOU when invited by the MOU Partner. Deliverables shall include meeting reports with identified opportunities, recommended action items, and documentation of stakeholder interactions. In addition, AV EDGE shall present at least once annually to the MOU Partner City Council, providing an update on deliverables, outcomes, and activities supporting the MOU Partner.
AV EDGE shall make its best efforts to attend any meeting requested by an MOU 4-12Concord - Document ID: generated after first signature Partner. AV EDGE shall coordinate with MOU Partners on which meetings are relevant and productive. AV EDGE shall present an annual progress update to MOU Partners upon request. AV EDGE shall provide public comments, when appropriate, to the MOU Partner Planning Commission and City Council on projects or events on a quarterly basis.
MOU Partners shall keep AV EDGE informed on key project updates and events.
MOU Partners shall coordinate with AV EDGE to schedule one annual presentation to their respective City Council and provide reasonable advance notice of any meetings and topics to be discussed that AV EDGE is participating in under this MOU.
1.13 Industry Deep Dives
AV EDGE shall conduct two industry deep dive roundtables annually, each centered on topics identified in partnership with the MOU Partners. All efforts shall be employer-focused and include roundtables and related activities designed to gather input on business needs, challenges, and opportunities. Deliverables shall include a summary of employer feedback, key themes, and recommended next steps.
MOU Partners shall work collaboratively with AV EDGE to assist in the recruitment of participants.
1.14 Regional Film Industry Engagement and Collaboration AV EDGE shall support MOU Partners' Film Strategic Plans by identifying and cultivating relationships with key players in the film and production industry, which will be collaboratively coordinated with MOU Partners. AV EDGE shall take the lead in organizing at least one annual film industry roundtable discussion to convene location managers, studio representatives, service providers, labor representatives, and policy stakeholders to discuss specific topics developed collaboratively by AV EDGE and MOU Partners. Deliverables shall include a stakeholder contact list, a summary of key outcomes from the roundtable discussion, and a follow-up action plan aligned with the MOU Partners film priorities.
1.15 Support for Startups
AV EDGE shall coordinate efforts with MOU Partners to support and bring awareness to programs offered by organizations, including but not limited to the Small Business Development Center and America’s Job Center of California. AV EDGE shall provide links on their website and develop flyers and information compiling these and similar programs for tech and small business start-ups. AV EDGE shall review information on an annual basis to ensure they are up to date. MOU Partners shall engage with AV EDGE to provide referrals and feedback on these materials.
1.16 Workforce Development and Facility Support
AV EDGE shall assist in regional efforts to expand the availability of Workforce 5-12Concord - Document ID: generated after first signature Development programs and facilities in coordination with MOU Partners, educational institutions, employers, and labor organizations, and facilitate discussions between stakeholders to explore funding sources that address capital costs, equipment needs, and public-private partnerships.
AV EDGE shall collaborate with local colleges, school districts, and other educational institutions to strengthen training programs that serve the region's aerospace, manufacturing, construction trades, and logistics industries. AV EDGE shall help identify program gaps, gather employer input, and support efforts to expand training capacity. Deliverables shall include a summary of activities, employer feedback, and recommendations to align programs with local workforce needs. Deliverables shall also include summaries of key discussions, space and facility requirements based on feedback.
AV EDGE shall advocate for these and similar projects in conjunction with MOU Partners through the Education/Workforce Development committee or other similar committee in coordination with MOU Partners, labor organizations, and the associated college or school district. AV EDGE shall work with all stakeholders as requested to assist in research and support.
MOU Partners shall actively engage in any committee established to carry out this task and assist in recruiting incoming employers into the committee.
1.17 Transportation Project Advocacy
AV EDGE shall support the MOU Partners' efforts to advance key transportation projects, including but not limited to safety expansions on State Route-14, the Center for Transportation Technology Excellence, High Desert Corridor, and High-Speed Rail. AV EDGE shall assist with advocacy for state and federal funding, help coordinate meetings with transportation agencies and elected officials, and facilitate communication among all project stakeholders. Deliverables shall include a summary of advocacy efforts, a list of meetings coordinated, and recommended next steps to keep projects moving forward.
MOU Partners shall participate in AV EDGE's Transportation and Infrastructure Committee to keep in regular communication with AV EDGE on these topics as they move forward and invite AV EDGE to participate in relevant meetings. MOU Partners shall bring any new or changing transportation priorities to AV EDGE for formal support to the extent agreed upon by both parties.
2. MOU TERM
The term of the MOU is ONE(1)YEAR commencing on August 1, 2025, with the CITY reserving the option to extend the agreement for TWO (2) additional terms of ONE (1) year each.
3. TAXES
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3.1 CONSULTANT shall pay all sales, consumer, use, and other similar taxes required to be paid by CONSULTANT in accordance with state and local laws.
3.2 CONSULTANT is an independent contractor and shall have no power or authority to incur any debt, obligation, or liability on behalf of CITY. No person employed by CONSULTANT or acting on its behalf, in connection with this Contract shall be considered the Agent or employee of CITY.
4. STANDARDS OF PERFORMANCE
CONSULTANT shall be responsible for the completeness and accuracy of its services and work and documents resulting there from, and CITY shall not be responsible for discovering deficiencies therein. CONSULTANT shall correct any such deficiencies or errors without additional compensation and without cost to CITY, except to the extent any such deficiency is directly attributable to deficiencies in CITY -furnished information.
5. COMPENSATION
5.1 For all work and services including the various phases of tasks as described in Section 1, CITY shall pay to CONSULTANT an amount not to exceed the sum of Three Hundred Thousand dollars ($300000.00), payable as follows:
CONSULTANT shall provide quarterly invoices in the amount of $75,000 along with supplemental invoice indicating progress on deliverables during the same quarter.
The Contract Price is CONSULTANT’S estimate of its charges for all of the services, including all labor, equipment, material, subcontractor and reimbursable costs, to be provided under this Agreement. Progress payments shall be made on a time and material basis. Final payment shall be made upon completion of all services and City acceptance of all deliverables, not-to-exceed the Contract Price.
5.2 CONSULTANT shall perform no work in excess of the total contract price without prior written approval of CITY. Total contract price includes expenses related to travel to and from CITY to meet with City and to appear, if so required, before City Council or any other board or commission of CITY.
5.3 CONSULTANT shall maintain adequate records and shall permit inspection and audit by CITY of CONSULTANT’s charges under this Contract. CONSULTANT shall make such records available to CITY during normal business hours upon reasonable notice. Nothing herein shall convert such records into public records, and they will be available only to CITY and any specified public agencies. Such records shall be maintained by CONSULTANT for one (1) year following completion of the work under this Contract unless a longer period of time is required by state or federal law, in which event CONSULTANT shall retain its records for the time required by such laws.
5.4 No payment made hereunder by CITY to CONSULTANT, shall be construed as an acceptance by CITY of any work or materials, nor as evidence of satisfactory performance by CONSULTANT of its obligations under this Contract. 7-12Concord - Document ID: generated after first signature
6. INDEMNIFICATION
To the fullest extent permitted by law, CONSULTANT and any contractors or subcontractors working on its behalf agree to indemnify CITY, its officers, employees, agents and elected and appointed boards (hereinafter “Indemnified Parties”) for any loss, claim, demand, cause of action, cost, expense, damage, obligation or liability which arises out of or is in any way connected with the performance of any work under this agreement, including any acts or omissions, willful misconduct or negligent conduct, whether active or passive, on the part of CONSULTANT, its contractors or subcontractors, and regardless of any acts, omissions or negligence (whether active or passive) of any person or entity indemnified hereunder. At their own expense, CONSULTANT and, as applicable, any contractors or subcontractors working on its behalf, shall defend any suit, claim or action against the Indemnified Parties founded upon such loss, claim, demand, cause of action, cost, expense, damage, obligation or liability. CONSULTANT shall ensure that the contract of any contractor or subcontractor working under this agreement contain an indemnity agreement, requiring the contractor or subcontractor to indemnify and defend the Indemnified Parties pursuant the terms set forth above. CONSULTANT shall indemnify the Indemnified Parties, and save it harmless from any and all loss, damage, costs, expenses and attorney's fees suffered or incurred on account of any breach of the aforesaid obligations and covenants, and any other provision or covenant of this agreement.
7. INSURANCE
7.1 CONSULTANT, at its expense, shall maintain in effect at all times during the performance of work under this Contract not less than the following coverage and limits of insurance, which shall be maintained with insurers listed “A” or better in the Best’s Insurance Guide and authorized to do business in the State of California.
Proof of Insurance, as identified in Section 11.8, must be reviewed and accepted by the City Attorney.
7.1.1 Workers’ Compensation and Employer’s Liability
Workers’ Compensation—coverage as required by the State of California Employer’s Liability:
$1,000,000.00 each accident
$1,000,000.00 policy limit bodily injury
$1,000,000.00 each employee bodily injury by disease
7.1.2 Professional Liability (Errors & Omissions) Insurance* $1,000,000 limit on a per occurrence basis
7.1.3 Commercial General Liability
$1,000,000.00 limit on a per occurrence basis
$2,000,000.00 general aggregate limit
7.1.4 Commercial Automobile Liability
8-12Concord - Document ID: generated after first signature $1,000,000.00 combined single limit including owned, non-owned and hired automobile coverage
7.2 All of CONSULTANT’s policies shall contain an endorsement providing that written notice shall be given to CITY at least thirty- (30) calendar days prior to termination, cancellation or reduction of coverage in the policy.
7.3 Policies providing for bodily injury and property damage coverage shall contain the following:
A. An endorsement extending coverage to the City as an additional insured, in the same manner as the named insured, as respects liability arising out of the performance of any work under the Contract. Such insurance shall be primary insurance, as respects the interest of the City, and any other insurance maintained by the City shall be considered excess coverage and not contributing insurance with the insurance required hereunder. The certificate and endorsements shall state: “The City of Palmdale, the Successor Agency of the Community Redevelopment Agency of the City of Palmdale, Palmdale Civic Authority, Industrial Development Authority of the City of Palmdale, Palmdale Airport Authority, their officers, agents, employees and volunteers are named as additional insured’s.”
B. “Severability of Interest” clause.
7.4 Promptly on execution of this Contract, and prior to commencement of any work, CONSULTANT shall deliver to CITY certificates of insurance and endorsements to all required policies demonstrating that CONSULTANT has the required coverage and showing the required named insureds. Within five (5) days of written request from CITY, CONSULTANT shall deliver to CITY full and complete copies of all insurance policies required by this Contract.
7.5 The requirements as to the types and limits of insurance to be maintained by CONSULTANT are not intended to and shall not in any manner limit or qualify CONSULTANT’s liabilities and obligations under this Contract.
7.6 Any policy or policies of insurance that CONSULTANT elects to carry as insurance against loss or damage to its equipment and tools or other personal property used in the performance of this Contract shall include a provision waiving the insurer’s right of subrogation against CITY.
7.7 All insurance coverage must be maintained throughout the duration of this Contract.
7.8 Acceptable Proof of Insurance:
7.8.1 ACORD Certificate of Insurance listing all coverages, limits, deductibles and insureds; and endorsements for all applicable coverages if agent has 9-12Concord - Document ID: generated after first signature authority to issue it; Additional insured Form CG20101185 or CG20100707 and CG20370704 or equivalent must be provided for general liability coverage.
Additional insured form CA0001 must be provided for automobile liability coverage.
7.8.2 Agents must confirm that policy endorsements have been ordered from the respective insurance companies. Upon issuance, policy endorsements listing all insurers must be submitted to the City Attorney.
7.8.3 *When professional (E&O) liability coverage is provided on a “claims made basis”, CONSULTANT will continue to renew the insurance for a period of five (5) years after this Agreement expires or is terminated. Such insurance will have the same coverage and limits as the policy that was in effect during the term of this Agreement, and will cover CONSULTANT, or its officers, employees, or agents during the time this Agreement was in effect.
7.9 Notwithstanding any other provision of this Contract, CITY may immediately terminate this Contract if, at any time CONSULTANT fails to maintain the required insurance for any period of time or fails to comply with any of the insurance requirements listed above.
7.10 CONSULTANT shall require any and all subcontractor's working on its behalf to provide insurance coverages and limits that are based on the scope of work and nature of risk being performed by the subcontractor. Any and all subcontractors working on behalf of CONSULTANT shall be subject to all other insurance requirements that are stated herein.
Any deviation in this requirement will be CONSULTANT's sole risk. CONSULTANT's insurance requirements in Section 11 will not be impacted and/or limited by such deviation.
8. TERMINATION WITHOUT CAUSE
CITY reserves the right to terminate this Contract or any part thereof for its sole convenience with fifteen (15) days written notice. In the event of such termination, CONSULTANT shall immediately stop all work hereunder, and shall immediately cause any of its suppliers and sub-consultants to cease such work. CONSULTANT shall also surrender to CITY all finished or unfinished documents or programs and other materials, which shall be City’s property. As compensation in full for services performed to the date of such termination, the CONSULTANT shall receive an amount equal to the value of the work completed as of the termination date in accordance with the fee schedule or as negotiated between the parties. In no event shall the amount payable upon termination exceed the total maximum compensation provided for in this Contract.
9. TERMINATION FOR CAUSE
10-12Concord - Document ID: generated after first signature
9.1 If the City determines that the CONSULTANT has failed to supply an adequate working force, or to provide services of proper quality, or has failed in any other respect to satisfactorily perform the services specified in this Contract, the City shall give written notice to the CONSULTANT specifying all defaults to be remedied within thirty (30) days. Such notice shall set forth the basis for the City’s dissatisfaction and suggest corrective measures. If, after thirty days, the CONSULTANT has failed to implement the corrective measures, the City may elect to terminate this Contract, in whole or in part.
9.2 In the event the City terminates this Contract in whole or in part as provided herein above, the City may procure, upon such terms and in such manner, as it may deem appropriate, services similar to those terminated.
9.3 If this Contract is terminated as provided above, the City may require the CONSULTANT to provide all finished or unfinished documents, data, studies, software, drawings, maps, photographs, reports, etc., prepared by the CONSULTANT. Upon such termination, the CONSULTANT shall be paid an amount equal to the value of the services provided and work performed as of the date of termination. Such payment by the City may take into consideration the costs associated with hiring another CONSULTANT to complete the services. In the event no new CONSULTANT is employed, the CONSULTANT shall be paid an amount equal to the value of the work performed. In ascertaining the value of the work performed up to the date of termination, consideration shall be given to both completed work and work in progress, to complete and incomplete documents when such are delivered to CITY, and to authorized reimbursement expenses.
The above is in addition to any other remedies available by law or equity to the City.
9.4 If, after notice of termination of the Contract under the provisions of this Section 9, it is determined, for any reason, that CONSULTANT was not in default, or that the default was excusable, then the rights and obligations of the parties shall be the same as if the notice of termination had been issued pursuant to Section 8.
10. DISPUTE RESOLUTION
All claims, disputes, and other matters in question between CITY and CONSULTANT arising out of, or relating to this Contract, or the breach thereof shall, to the extent reasonably feasible, be resolved through good faith negotiations between the parties.
11. COMPLIANCE WITH LAW
11.1 CONSULTANT shall comply with all state and federal laws, including but not limited to, the requirement to hire only those persons authorized by federal law to work in the United States. If CONSULTANT uses any subcontractors to complete this Contract, this same requirement shall be included in all subcontracts and strictly enforced by CONSULTANT.
11-12Concord - Document ID: generated after first signature
11.2 The law of the state of California shall govern this Contract. The venue of any legal action, either formal or informal, shall be the County of Los Angeles. 12 ATTORNEY’S FEES
If any action at law or in equity is brought to enforce or interpret any provisions of this Contract, the prevailing party in such action shall be entitled to reasonable attorney’s fees, costs and necessary disbursements, in addition to such other relief as may be sought and awarded.
In Witness Whereof, the parties hereto have caused this Contract to be executed and attested by their respective officers thereunto duly authorized.
CITY OF PALMDALE AV EDGE
_____________________________________
_________
________________________
Salvador Mendez
Interim City Manager
Suzy Ghazarossian
President
CITY OF PALMDALE
38300 Sierra Highway, Suite A
Palmdale, CA 93550
ADDRESS FOR NOTICE:
AV EDGE
824 W. Lancaster Blvd.
Lancaster, CA 93534
APPROVE AS TO FORM:
______________________________________
Alexandra Severino
City Attorney
ATTEST:
______________________________________
Roxanne Faber
City Clerk
12-12Concord - Document ID: generated after first signature
City Council Staff Report
DATE: OCTOBER 7, 2025
TO: HONORABLE MAYOR PRO TEM AND CITY COUNCIL
FROM: PARKS AND RECREATION DEPARTMENT
DISTRICT: ALL
SUBJECT: ADOPT RESOLUTION NO. CC 2025-010, A RESOLUTION OF THE
CITY COUNCIL OF THE CITY OF PALMDALE APPROVING THE
UPDATED EMERGENCY OPERATIONS PLAN (EOP)
RECOMMENDATION
Staff recommend that the City Council:
1. Adopt Resolution No. CC 2025-010, a Resolution of the City Council of the City of Palmdale, approving the updated EOP.
BACKGROUND
The California Office of Emergency Services (Cal OES) mandates that cities adopt an EOP. Under state law, particularly the California Emergency Services Act (CESA), local governments must have an EOP to respond to emergencies effectively and comply with the California Standardized Emergency Management System (SEMS) . On the federal level, the inclusion of the National Incident Management System (NIMS) is also required.
This coordination aligns local response strategies with state and federal systems to ensure a coordinated approach to emergency management.
In addition, Chapter 2.28 (Civil Defense and Disasters) of the Palmdale Municipal Code (PMC) requires the City to maintain an emergency plan, which becomes effective upon adoption by City Council resolution. An update to the City’s EOP is needed to reflect current changes in risks, regulations, and best practices in emergency management.
DISCUSSION
An EOP provides a comprehensive framework for managing catastrophic incidents and natural disasters. The City’s EOP is a flexible, multi-hazard document designed to guide our response and short-term recovery efforts. In the event of an incident, City officials will activate the Emergency Operations Center (EOC) and carry out critical roles and responsibilities outlined in this Plan.
Report to Mayor Pro Tem and City Council
Re: Adopt Reso. No. CC 2025-010
October 7, 2025
The recommended EOP update ensures compliance with federal and state requirements and aligns with the PMC and the City’s current Local Hazard Mitigation Plan (LHMP).
Adopting the EOP positions Palmdale to respond effectively to emergencies and demonstrates the City’s commitment to minimizing the risks and impacts of local disasters. The Plan has been thoroughly reviewed by a Cal OES representative and a municipal emergency planning expert, confirming that it meets all Cal OES requirements and is fully compliant with both the California SEMS and the NIMS.
FISCAL IMPACT
$0; There is no fiscal impact associated with this action.
STRATEGIC PLAN
Goal I: Maintain effective public safety and protection for life, property, and the environment.
Prepared by: Keri Smith, Director of Parks and Recreation Certified as to availability of Funds: Janelle Samson, Director of Operations Approved by: Salvador Mendez, Interim City Manager
Approved as to form: Alexandra Severino, City Attorney
ATTACHMENTS
Reso. No. CC 2025-010
Exh A Emergency Operations Plan
CITY COUNCIL
CITY OF PALMDALE, CALIFORNIA
RESOLUTION NO. CC 2025-010
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PALMDALE
ADOPTING THE UPDATED PALMD ALE EMERGENCY OPERATIONS
PLAN
WHEREAS, the preservation of life and property is an inherent respons ibility of local, state and federal government; and
WHEREAS, the California Office of Emergency Services, mandates local governments to adopt an Emergency Operations Plan; and
WHEREAS, the California Emergency Services Act, requires Emergency Operations Plans to comply with the California Standardized Emergency Management System; and
WHEREAS, the United States, Department of Homeland Security, requires Emergency Operations Plans to comply with National Incident Management System; and
WHEREAS, the Ci ty of Palmdale’s Emergency Operations Plan meets governing legislative criteria and current standards; and
WHEREAS, the proposed Emergency Operation Plan is a flexible, multi -hazard document that addresses the City’s planned response and short -term recovery from extraordinary local emergencies.
NOW THEREFORE, BE IT RESOLVED, THE CITY COUNCIL OF THE CITY OF
PALMDALE DOES HEREBY FIND, DETERMINE, RESOLVE AND OR DER AS FOLLOWS:
SECTION 1. The City Council adopts the Emergency Operations Plan.
Resolution No. CC 2025-010
SECTION 2. The City Clerk shall certify to the adoption of this resolution.
PASSED, APPROVED and ADOPTED this 7th day of October, 2025.
_________________________________
Laura Bettencourt, Mayor Pro Tem
APPROVED AS TO FORM: ATTEST:
___________________________ _________________________________ Alexandra Severino Rochelle Scott, City Clerk
City Attorney
I, Rochelle Scott, City Clerk of the City of Palmdale, California, do hereby certify that the foregoing resolution was duly passed, approv ed, and adopted by the City Council of the City of Palmdale at a regular meeting of said Council held on the 7th day of October, 2025 by the following roll call vote:
AYES:
NOES:___________________________________________________________
ABSTAIN:______________________ABSENT:___________________________
Date:
Rochelle Scott, City Clerk
EMERGENCY
OPERATIONS
PLAN 2025
2 PREFACE LETTER OF PROMULGATION
PREFACE
The City of Palmdale Emergency Operations Plan (EOP)
has been developed in accordance with the National
Incident Management System (NIMS) and the California
Standardized Emergency Management System (SEMS)
guidance, standards, and requirements. The EOP is an
all-hazards plan designed to guide preparedness, response, recovery, and mitigation efforts for a wide range of natural and human-caused emergencies and disasters.
While the EOP establishes a structured framework for
emergency response operations, it is understood that not all situations can be fully anticipated. Therefore, the City’s emergency management organization must apply policies
and procedures with sound judgment, ongoing assessment, and flexibility. Conditions may arise during an emergency where standard methods are insufficient or impractical. In such cases, this plan is intended to guide—not restrict—staff in using their experience, training, and professional initiative to adapt to the complexities and demands of real-world
emergencies.
This plan was prepared by the City of Palmdale Office of Emergency Services, with thorough review and input from City staff and key stakeholders to ensure comprehensive and effective emergency management planning.
LETTER OF
PROMULGATION
ADOPTION DATE:
00-00-0000
T o the officials, employees, and citizens of the City of Palmdale:
Preserving life, property, and the environment is a
fundamental responsibility that local, state, and federal governments share. The City of Palmdale, in collaboration with the Los Angeles County Office of Emergency
Management (LAC OEM) and other key stakeholders, has
reviewed and refined this Emergency Operations Plan (EOP) to ensure the effective and efficient allocation of resources during emergencies and disasters.
While no plan can entirely prevent loss of life or property damage, coordinated emergency operations carried out by knowledgeable, well-trained personnel can significantly reduce impacts. This EOP establishes the City’s emergency management organization, assigns responsibilities, outlines policies, defines systems and procedures, and facilitates the coordination of personnel and resources in accordance with the Standardized Emergency Management System (SEMS),
the National Incident Management System (NIMS), and the Incident Command System (ICS). The goal of this plan is to integrate all City of Palmdale facilities, services, resources, and personnel into a cohesive and capable organization that can respond effectively to emergencies, safeguard lives, and protect property.
This EOP aligns with and supports the California State
Emergency Plan (SEP) and the Federal National Response
Framework (NRF). The plan is reviewed, tested, and revised on an annual basis, with a formal update conducted every three years in accordance with FEMA’s Comprehensive
Preparedness Guide 101 (CPG 101).
The Mayor and City Council of Palmdale fully endorse this Emergency Operations Plan and encourage all officials,
employees, and residents to participate actively and
collaboratively in the City’s emergency preparedness and response efforts. Approval of this promulgation letter also confirms the City’s formal adoption of the federal NIMS, state SEMS, and ICS. This plan shall take effect upon
acceptance by the Mayor and City Council of Palmdale.
City Manager
3SIGNED CONCURRENCE BY PRINCIPAL CITY DEPARTMENTS
SIGNED CONCURRENCE
BY PRINCIPAL CITY DEPARTMENTS
The Los Angeles County Fire Department concurs with the City of Palmdale’s Emergency Operations Plan.
Signed: ____________________________________________________________________ title: ____________________________________________________________________ The Los Angeles County Sheriff’s Department concurs with the City of Palmdale’s Emergency Operations Plan.
Signed: ____________________________________________________________________ title: ____________________________________________________________________ The Operations Department concurs with the City of Palmdale’s Emergency Operations Plan.
Signed: ____________________________________________________________________ title: ____________________________________________________________________ The City Manager concurs with the City of Palmdale’s Emergency Operations Plan.
Signed: ____________________________________________________________________ title: ____________________________________________________________________ The City Attorney concurs with the City of Palmdale’s Emergency Operations Plan.
Signed: ____________________________________________________________________ title: ____________________________________________________________________ The Public Safety Department concurs with the City of Palmdale’s Emergency Operations Plan.
Signed: ____________________________________________________________________ title: ____________________________________________________________________ The Public Works Department concurs with the City of Palmdale’s Emergency Operations Plan.
Signed: ____________________________________________________________________ title: ____________________________________________________________________ The Park and Recreation Department concurs with the City of Palmdale’s Emergency Operations Plan.
Signed: ____________________________________________________________________ title: ____________________________________________________________________ Designated representatives from the Distribution List will receive EOP updates and any applicable communications regarding the plan as they occur. The City Emergency Services Administrator in the Office of Emergency Services is the primary coordination point for both distribution of any revision updates and/or receipt of recommended revisions coming from departments and divisions on the list.
4 RECORD OF REVISIONS
RECORD OF REVISIONS
This plan is a living document and should be reviewed after any existing policy or law changes, after a significant disaster utilizing After Action Reports (AAR), and/or on a regular bi-annual schedule. Formal City review, update and adoption will occur every three years per FEMA’s CPG 101.
DATE OF CHANGE SECTION NUMBER PAGE NUMBER(S) ENTERED BY AREA 5EXECUTIVE SUMMARY EOP ACTIVATION
EXECUTIVE SUMMARY
The Emergency Operations Plan (EOP) outlines the City
of Palmdale’s comprehensive emergency management
program, providing a structured and coordinated approach to responding to disasters caused by natural, technological, and human-caused events. The plan defines key operational concepts and identifies the four phases of emergency
management: mitigation, preparedness, response, and
recovery. It affirms the City’s responsibility to protect life, property, and the community’s overall well-being.
The City of Palmdale’s EOP integrates current best practices in emergency management and remains adaptable in scope
and scale to address all hazards effectively. The plan is organized into four key parts:
PART 1 – INTRODUCTION
Establishes the foundation of the City’s emergency
management program, including preparedness, response, and recovery activities. It also presents a local hazard analysis of identified threats and outlines organizational and operational concepts related to emergency response and recovery.
PART 2 – OPERATIONAL FRAMEWORK:
Defines the City’s operational structure during emergencies, detailing roles and responsibilities, communication
protocols, resource management, and continuity of
government operations.
PART 3 – EMERGENCY OPERATIONS CENTER (EOC)
OPERATIONS:
Describes the Emergency Operations Center’s functions,
structure, and activation protocols, highlighting its role in coordinating resources, information, and support
throughout all emergency response and recovery phases.
PART 4 – ADMINISTRATION:
Details the administrative processes necessary to support an effective and compliant emergency management program.
This includes documentation, finance, legal authorities, and adherence to applicable policies, laws, and regulations.
This structure ensures the City of Palmdale’s readiness and ability to respond effectively to emergencies of any type or scale.
EOP ACTIVATION
The activation of the City of Palmdale Emergency Operations Plan (EOP) is initiated in response to significant incidents, including natural disasters, largescale emergencies, or events that exceed the City’s routine response capabilities and require coordinated, multiagency support. Activation occurs under any of the following conditions:
• Upon the order of the Director of Emergency Services, City of Palmdale Municipal Code 2.28;
• Upon the Governor’s proclamation of a State of
Emergency affecting an area that includes the City of
Palmdale;
• Automatically upon the proclamation of a State of War Emergency, as defined by the California Emergency
Services Act (Chapter 7, Division 1, Title 2, California Government Code);
• Upon a Presidential declaration of a National
Emergency; or
• Automatically upon receipt of an official Attack Warning or the confirmed observation of a nuclear detonation.
These activation triggers ensure the City’s ability to
respond quickly and effectively to emergencies requiring coordinated action and resource deployment beyond
normal operational capabilities.
6 TABLE OF CONTENTS
TABLE OF CONTENTS
Preface .....................................................................................................................2 Letter of Promulgation Statement ........................................................................2 Signed Concurrence by Principal City Departments ...........................................3 Record of Revisions ................................................................................................4 Executive Summary ................................................................................................5 EOP Summary .........................................................................................................5 Table of Contents ...................................................................................................6 PART 1 – PLAN INTRODUCTION
Section 1: Purpose and Scope ................................................................................8 Section 2: Situation Overview ................................................................................9 Section 3: Hazard Analysis and Threat Summary ................................................11 Section 4: Assumptions .........................................................................................12 Section 5: Emergency Management Organization .............................................. 13 PART 2 – OPERATIONAL FRAMEWORK
Section 1: Concept of Operations ......................................................................... 16 Section 2: Roles and Responsibilities ....................................................................23 Section 3: Communications ..................................................................................24 Section 4: Continuity of Operations/Continuity of Government .......................25 PART 3 – EOC OPERATIONS
Section 1: Management Section ............................................................................ 27 Section 2: Operations Section ...............................................................................31 Section 3: Planning/Intelligence Section ...............................................................35 Section 4: Logistics Section ...................................................................................39 Section 5: Finance/Administration Section .......................................................... 42 PART 4 – ADMINISTRATION
Section 1: Administrative, Finance and Logistics ..................................................47 Section 2: Recovery Operations ............................................................................52 Section 3: Plan Maintenance and Development ..................................................54 Section 4: References and Authorities ................................................................. 55
APPENDICES
Appendix A: Legal Authorities ...............................................................................57 Appendix B: Emergency Proclamations ...............................................................58 Appendix C: Emergency Operations Center (EOC) ............................................ 60 Appendix D: Media Access Regulations ...............................................................61 Appendix E: National Weather Service Issuance Process ................................... 62 Appendix F: Homeland Security Presidential Directive (HSPDS) ........................63 Appendix G: Public Assistance Through CAL OES .............................................. 65 Appendix H: Emergency Contacts ........................................................................66 Appendix I: Acronyms/Abbreviations ...................................................................67 Appendix J: Glossary of T erms ...............................................................................69 7 PART 1 SECTION 1: PURPOSE AND SCOPE
PART 1
PLAN INTRODUCTION
8 PART 1 SECTION 1: PURPOSE AND SCOPE
SECTION 1:
PURPOSE AND SCOPE
PURPOSE
The Emergency Operations Plan (EOP) codifies the policies, organization, processes, and resources that constitute the City’s emergency management program. The planning
process and the resulting command and coordination
framework described in the plan are designed to achieve the following objectives:
1. Establish an effective system for managing emergencies to save lives.
2. Define lines of authority and relationships.
3. Assign tasks and responsibilities.
4. Ensure the maintenance of essential facilities, services, and resources.
5. Provide a framework for resource allocation in recovery operations.
This EOP establishes the foundation for implementing
the Standardized Emergency Management System (SEMS)
and the National Incident Management System (NIMS)
within the City of Palmdale. It facilitates multiagency and multi-jurisdictional coordination in emergency operations among the City, special districts, non-governmental agencies, other stakeholders, and the Los Angeles County Office of Emergency Management (LAC OEM).
The plan is intended to:
• Serve as a preparedness document that should be
adopted, understood, and exercised before an
emergency.
• Establish the emergency management organization
required to respond to and mitigate significant
emergencies or disasters affecting the City.
• Identify the policies, responsibilities, and procedures necessary to protect public health and safety, private and public property, and the environment.
• Clarify operational concepts, processes, and procedures related to field response and Emergency Operations
Center (EOC) operations.
• Integrate the City’s emergency program into SEMS and
NIMS, ensuring comprehensive community-based
planning at the local government level.
This document serves as a concept of operations guide and a planning reference. Each organization identified in this EOP is responsible for developing, implementing, and
testing policies, procedures, instructions, Standard Operating Procedures (SOPs), Standard Operating Guidelines (SOGs), and checklists that align with the operational concepts outlined in the plan. SOPs and SOGs detail the tactical operations required to implement the EOP, translating its principles into actionable emergency response measures to protect lives and property.
The EOP ensures coordination with the Los Angeles County Emergency Operations Plan (LAC EOP) during county-wide
emergencies, the State Emergency Plan (SEP) during state- wide emergencies, and the National Response Framework
(NRF) during incidents of national significance.
SCOPE
The operational concepts outlined in this Plan focus on large-scale disasters that may require expanded emergency response and recovery operations. Routine emergencies that follow well-established procedures are not addressed in this document.
The contents of the Plan apply to all agencies and
individuals responsible for emergency preparedness,
response, recovery, and mitigation. This includes, but is not limited to, school districts, special districts, utilities, non- governmental organizations, and state and federal agencies providing mutual aid support.
Key considerations include:
• “City of Palmdale” refers to the geographic area defined by the City’s official boundaries.
• The EOP applies to all components of the City’s
emergency organization during all phases of emergency
management.
• The primary audience consists of emergency
management staff from the City, special districts, LAC
OEM, the State of California, and volunteer agencies.
• The EOP serves as a reference for managers from other states, the federal government, and interested members
of the public.
• The document provides an overview of emergency
management but does not serve as a detailed
operational guide. Specific operational procedures
are documented within each City department’s standard
operating systems, which support the City’s EOP.
9PART 1 SECTION 2: SITUATION OVERVIEW
SECTION 2:
SITUATION OVERVIEW
DEMOGRAPHICS
The City lies in the County of Los Angeles, specifically the Antelope Valley region of Southern California. The San Gabriel Mountains separate Palmdale from the Los Angeles Basin to the south. It is home to the Palmdale Municipal Airport (non- operational). It also houses a U.S. Air Force Base.
The City has a diverse population. Understanding the
demographic variables, allows emergency management
representatives, government officials and the public to better understand and address the needs of the community. Involving different perspectives and building community knowledge leads to better critical decision-making, a coordinated organization and improved resources and capabilities.
The U.S. Census Bureau collects, consolidates and publishes comprehensive population data every 10 years. Data
presented in the following two graphics was researched from the 2020 Decennial Census and the 2022 U.S. Census Bureau American Community Survey.
INFRASTRUCTURE
The City of Palmdale has the typical types of building, water and power systems of a community that has experienced
moderate growth in the last 50 years.
HIGHWA YS AND ROADS
The City of Palmdale is unique in that there are only two (2) major throughways that traverse the City. Traffic in the City can become heavy at times, especially during road
construction and the City’s heightened tourist season. The traffic infrastructure system is very susceptible to weather events and geological damage, particularly during a series of major rain events.
• SR 14 – Travels south/north from Santa Clarita and
Antelope Valley.
• Highway 138 – Travels north/south along Los Angeles
County and Palmdale and connects the cities of the
Antelope Valley.
RAILROAD SYSTEMS
Palmdale has two (2) railroad systems that run through the City: Union Pacific Railroad and Metrolink. Metrolink has a terminal located in the lower part of Palmdale’s downtown area. There are portions of the track that go through areas in the City susceptible to liquefaction.
POPULATION AND PEOPLE
T otal Population: 169,450
P1 | 2020 Decennial Census
EDUCATION
Bachelor’s Degree or Higher: 18.3%
S1501 | 2022 American Community Survey 1- Y ear Estimates
HOUSING
T otal Housing Units: 49,686
H1 | 2020 Decennial Census
FAMILIES AND LIVING ARRANGEMENTS
T otal Households: 45,574
DP02 | 2022 American Community Survey 1- Y ear Estimates
INCOME AND POVERTY
Median Household Income: $90,330
S1901 | 2022 American Community Survey 1- Y ear Estimates
EMPLOYMENT
Employment Rate: 58.5%
DP03 | 2022 American Community Survey 1- Y ear Estimates
HEAL TH
Without Healthcare Coverage: 7 .5%
S2701 | 2022 American Community Survey 1- Y ear Estimates
RACE AND ETHNICITY
Hispanic or Latino (of any race): 104,742
p9 | 2020 Decennial Census
CENSUS DATA
T otal Population
Hispanic or Latino
White alone, not Hispanic or Latino
Black or African American alone,
not Hispanic or Latino
American Indian and Alaska Native
alone, not Hispanic or Latino
Asian alone, not Hispanic or Latino
Native Hawaiian and Other Pacific
Island alone, not Hispanic or Latino
Some Other Race alone, not
Hispanic or Latino
Two or More Races, not Hispanic
or Latino
65 years or older
169,450 100%
104,742 61.81%
28,739 16.96%
22,000 12.98%
489 0.29%
7 ,007 4.14%
278 0.16%
1,112 0.66%
5,083 3%
17 ,284 10.2%
RACE AND HISPANIC ORIGIN Number of
People
(approximate)
Percentage
of
Population
RACE AND ORIGIN DATA
GRAPHIC 1: CENSUS DATA
TABLE 1: RACE AND ORIGIN DATA
10 PART 1 SECTION 2: SITUATION OVERVIEW
HOSPITALS
Local hospitals are overseen by a volunteer board of directors, who provide strategic and financial guidance without
compensation. Hospitals serving the Antelope Valley include:
• Palmdale Regional Hospital
• Antelope Valley Medical Center (located in Lancaster)
ACCESS AND FUNCTIONAL NEEDS
The following graphics illustrate the percentage of English and non-English-speaking residents in Palmdale, as well as the age per census data and various vulnerability variables.
RACE AND HISPANIC ORIGIN Number of
People
(approximate)
Percentage
of
Population
TYPES OF LANGUAGE
SPOKEN AT HOME
IN PALMDALE CITY , CALIFORNIA
English only - 42.6%
Spanish - 50.5%
Other Indo-European languages - 2.0%
Asian and Pacific Islander languages - 2.6%
Other languages - 2.3%
GRAPHIC 2: LANGUAGE % OF POPULATION
AGE CATEGORIES
IN PALMDALE CITY , CALIFORNIA
85 years and over -
80 to 84 years -
75 to 79 years -
70 to 74 years -
65 to 69 years -
60 to 64 years -
55 to 59 years -
50 to 54 years -
45 to 49 years -
40 to 44 years -
35 to 39 years -
30 to 34 years -
25 to 29 years -
20 to 24 years -
15 to 19 years -
10 to 14 years -
5 to 9 years -
Under 5 years -
8K 6K 4K 2K 0 2K 4K 6K 8K
647
779
1,008
2,091
3,093
4,676
4,375
5,120
4,931
5,250
5,124
5,723
5,977
6,126
7 ,244
8,197
6,583
5,833
756
1,189
1,486
2,669
3,690
4,409
5,472
4,957
5,866
5,636
5,514
5,591
5,719
5,778
6,297
6,938
6,104
6,047
MALE FEMALE
GRAPHIC 3: AGE CENSUS DATA
Most disaster response plans and systems are designed for people who can walk, run, drive, see, read, hear, speak and quickly respond to alerts and instructions. This can present challenges for people with access and functional needs
(AFN). Individuals with AFN include, but are not limited to, those who have/are: physical, intellectual, developmental, and mental health-related disabilities, visual impairments/ blind, hearing impairments/deaf, mobility impaired, injured, chronic conditions, older adults, infants and children, living in institutionalized settings, living below the poverty line or experiencing homelessness, limited English proficiency or are non-English speakers, or are transportation disadvantaged.
Those with AFN may suffer severe and less forgiving
consequences without the appropriate support. Graphic 4 highlights certain variables in Los Angeles County that may increase vulnerability to emergencies and disasters.
POPULATION BASED
VULBERABILITY VARIABLES
TOTAL POPULATION OF LA COUNTY: 10,014,009
HOUSEHOLD BASED
VULBERABILITY VARIABLES
NUMBER OF HOUSEHOLDS IN LA COUNTY: 3,332,504
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0 450,000
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0 Living BelowPoverty LineExperiencing
Homelessness Age 65 or Overwho live aloneAge 18 and underAge 5 and under Age 65 and Over Households withLimited English
Householdswithout a Vehicle Households without Internet Households without a Smart Phone
GRAPHIC 4: VULNERABILITY VARIABLES
2,178,559
(27 .70%)
343,581
(10.30%)293,260
(8.80%)
1,370,141
(13.70%)
306,911
(3.06%)
407 ,232
(12.20%)
532,156
(5.30%)
69,144
(0.69%)
1,401,656
(14%)
409,564
(12.30%)
11PART 1 SECTION 3: HAZARD ANAL YSIS AND THREAT SUMMARY SECTION 3:
HAZARD ANAL YSIS AND
THREAT SUMMARY
The City has conducted a comprehensive hazard mitigation process to prepare a Local Hazard Mitigation Plan (LHMP), which was subsequently adopted by the City Council
2022. This active LHMP includes identification of hazards Palmdale is subject to and the potential impacts to the City should hazards occur. The LHMP evaluated the City’s resource capacity to respond in the event of an emergency.
The Emergency Management Program continuously
enhances the City’s response capacity and identifies strategies to improve the City’s responsiveness. The LHMP, Emergency Management Program and Emergency Operations Plan
are all informed by public outreach in coordination with regional and state partners.
The City Emergency Operations Plan (EOP) is an all-hazards plan aligned with FEMA’s Comprehensive Preparedness
Guide (CPG) 101. There are three broad categories of
hazards: natural, technological, and human-caused. FEMA also identifies national planning scenarios that illustrate potential threats requiring preparedness at a national level.
The City is exposed to numerous hazards, each with the
potential to disrupt the community, cause damage, and
result in casualties. An assessment of the frequency and vulnerability of these hazards, along with mitigation
strategies, is available in the City’s 2022 Local Hazard Mitigation Plan (LHMP). The LHMP outlines natural hazards and mitigation projects aimed at reducing potential impacts within the City. It is reviewed annually and updated every five years. For additional information on local hazards, refer to the City’s General Plan, Safety Element.
This EOP provides a brief overview of hazards affecting the City. The City and County may be part of a larger regional, state, or national response to catastrophic disasters. In accordance with the 2022 LHMP hazard and impact analysis, the City must have effective consequence management
actions in place for the following hazards:
1. Earthquake - An earthquake in Palmdale could cause
major damage to buildings, roads, and utilitie s,
especially near the San Andreas Fault. Power
outages, fires, and disruptions to emergency services and transportation are likely.
2. Wildland Urban Interface Fire - An urban interface
wildland fire in Palmdale could threaten homes near
open space, damage infrastructure, and force
evacuations. High winds and dry conditions can rapidly
spread fire, endangering lives and straining emergency
response.
3. Severe Weather - Severe weather in Palmdale, including high winds, extreme heat, and flash flooding, can
damage property, disrupt utilities, and pose health risks, especially to vulnerable populations.
4. Major Transportation Accident/Hazardous Materials
Incident - A major transportation accident or hazardous materials incident in Palmdale could result in road
closures, environmental contamination, and public
health risks. Immediate evacuation or shelter-in-place
orders may be needed to protect residents.
5. Pandemic - A pandemic in Palmdale could strain
healthcare systems, disrupt essential services, and impact the local economy. Widespread illness may lead to
school and business closures, requiring coordinated
public health and emergency response efforts.
6. Civil Unrest - Civil unrest in Palmdale could lead
to property damage, disrupted services, and strained law enforcement resources. Public safety concerns may
prompt curfews, road closures, and increased emergency
response coordination.
WHOLE-COMMUNITY PLANNING
Whole-community planning involves collaboration among
the City, residents, and organizational stakeholders to assess community needs and enhance resiliency. Leveraging resources and perspectives throughout the community
strengthens emergency management capabilities.
Key benefits include:
• A shared understanding of community needs and
capabilities.
• Greater empowerment and integration of re sources
across the community.
• Enhanced social infrastructure.
• Establishment of partnerships that support pre vention, protection, mitigation, response , and recovery efforts. • Increased preparedness among individuals, businesses, and community organizations.
• Enhanced resiliency at local, county, state , and national levels.
12 PART 1 SECTION 4: ASSUMPTIONS
SECTION 4:
ASSUMPTIONS
General assumptions that inform the development of the City’s EOP include:
• Any response will adhere to the principles of the
Standardized Emergency Management System (SEMS)
and the National Incident Management System (NIMS),
both of which require the use of the Incident Command
System (ICS).
• Large-scale emergencies and disasters may occur without warning, leading to casualties, fatalities, and
displacement. Such events can result in property
damage, interruption of essential services, infrastructure failure, and environmental harm.
• The City is responsible for emergency actions and will allocate all available resources to protect lives, minimize injuries, and reduce property damage.
• The City will exhaust its resources before requesting Mutual Aid assistance, coordinating with the Los
Angeles County Office of Emergency Management (LAC
OEM) when additional support is needed.
• Multiple large-scale incidents may occur simultaneously, requiring scalable and adaptable response strategies.
• Residents should be self-reliant during major disasters and are encouraged to store non-perishable food for
up to 10 days, three gallons of water per person per day, necessary medical supplies, and other essential items.
• Individuals with access or functional needs may face
greater risks without appropriate planning and support. • Community-based organizations and businesses will
contribute to services and resources during disasters.
• More complex incidents require increased coordination and resources.
• Emergency response plans exist across various agencies and jurisdictions in support of this plan.
• City departments will mobilize to provide emergency
and essential services under all threats and emergencies while maintaining their operational responsibilities.
• Only City departments and non-City agencies with a
role in emergency operations are included in this plan.
13PART 1 SECTION 5: EMERGENCY MANAGEMENT ORGANIZATION SECTION 5:
EMERGENCY MANAGEMENT
ORGANIZATION
NATIONAL INCIDENT MANAGEMENT
SYSTEM
The National Incident Management System (NIMS) provides a consistent, nationwide framework for incident response at all jurisdictional levels and across functional disciplines. The City recognizes NIMS and has incorporated its core concepts into the EOP.
Mandated under Homeland Security Presidential Directive-5 (HSPD-5), NIMS outlines the operational framework
through which federal, state, local, and tribal governments, the private sector, and non-governmental organizations
collaborate to prepare for, respond to, and recover
from significant incidents. By standardizing concepts,
principles, and terminology, it ensures interoperability and compatibility across agencies.
NIMS consists of five major components:
• Command and Management
• Preparedness
• Resource Management
• Communications and Information Management
• Ongoing Management and Maintenance
For additional information, visit FEMA’s website: www.fema. gov/national-incident-management-system.
DEPARTMENT OF HOMELAND SECURITY
The Homeland Security Act of 2002 established the
Department of Homeland Security (DHS) to prevent terrorist attacks within the United States, reduce the country’s
vulnerability to terrorism, natural disasters, and other emergencies, minimize damage, and assist in the recovery from these emergencies.
FEDERAL EMERGENCY MANAGEMENT
AGENCY
The Federal Emergency Management Agency (FEMA) is the
primary federal agency for disaster response and national security emergencies. Federal disaster assistance is structured around Emergency Support Functions (ESFs), as outlined in the National Response Plan. During an emergency, all federal interactions must be coordinated through the Operational Area. During recovery, the City may liaise directly with FEMA and other federal agencies.
CALIFORNIA STANDARDIZED EMERGENCY
MANAGEMENT SYSTEM
The California Standardized Emergency Management System (SEMS) is the state’s framework for coordinating multiagency and multi-jurisdictional emergency response efforts. Under California Government Code Section 8607I (1), local
governments must use SEMS to qualify for disaster-related cost reimbursement.
SEMS incorporates the National Incident Management
System (NIMS) principles and includes the Incident
Command System (ICS), the California Master Mutual Aid
Agreement (CMMAA), the Operational Area (OA) Concept,
and multiagency coordination.
SEMS consists of five organizational levels, activated as needed:
1. Field Level: 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.
2. Local Government Level: The Local Government
level includes cities, counties, and special districts. Local governments manage and coordinate their jurisdiction’s
overall emergency response and recovery activities.
3. Operational Area (OA) Level: An OA is the
intermediate level of the State’s emergency management
organization. An OA 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.
4. Regional Level: California has three (3) Cal OES
Administrative Regions: Inland, Coastal and Southern.
There are six (6) Mutual Aid Regions for general Mutual Aid coordination. Cal OES Administrative Regions
manage and coordinate information and resources
among the OAs within their region. Operational
coordination between the OAs, region and state agencies for support during emergency mitigation, preparedness,
response and recovery activities is designated under
Government Code 8600.
5. State Level: The Governor is the chief constitutional officer of the state. The California Emergency Services Act describes the Governor’s emergency powers. Cal OES
is the lead coordination agency for the State’s emergency planning and operates the State Operations Center
(SOC) when activated. The State level coordinates
mutual aid among the Mutual Aid regions and between
the regional level and State level. Cal OES serves as
the coordination and communication link between the
state and the federal emergency response system,
including coordinating with the Federal Emergency
Management Agency (FEMA) when federal assistance is
requested.
14 PART 1 SECTION 5: EMERGENCY MANAGEMENT ORGANIZATION Pursuant to the provisions of the California Emergency
Services Act, SEMS, and Chapter 2.68 of the County of Los Angeles Code of Ordinances, the County is the lead agency for the OA, and the Board is its governing body. The LAC OEM coordinates emergency planning for the 88 cities
within the OA.
Administrative Offices and the County EOC (CEOC) are
located at 1275 N. Eastern Ave., Los Angeles, CA 90063. LAC is located within Region I, Southern Administrative Region of the California Governor’s Office of Emergency Services (Cal OES). California sits in FEMA Region 9. The City, as part of the LA OA, will coordinate information sharing and mutual aid requests through the LAC EOC when activated, or the LAC Duty Officer if the EOC is not activated.
The LAC EOC serves a dual role as the OA EOI. In an
emergency, governmental response is an extraordinary
extension of responsibility and action coupled with regular day-to-day activity. Normal governmental duties will be maintained, with emergency operations carried out by those agencies assigned specific emergency functions. The City follows the SEMS for managing emergency response and
facilitating communications and coordination between all system levels and responding agencies.
SEMS incorporates using the Incident Command System
(ICS), the Master Mutual Aid Agreement and existing Mutual Aid systems, the Operational Area Concept and multiagency or interagency coordination. Local governments must use SEMS to be eligible to fund their personnel-related and equipment costs under state disaster assistance programs.
REQUIREMENTS FOR LOCAL
GOVERNMENT
The City has adopted SEMS to manage emergency response
and facilitate interagency coordination. Chapter 1 of
Division 2 of Title 19 of the California Code of Regulations establishes the standard response structure and basic
emergency response and recovery protocols.
The City of Palmdale will comply with SEMS regulations to be eligible for state funding of response and recovery-related personnel costs and will:
• Utilize SEMS when declaring a local emergency or
activating the Emergency Operations Center (EOC).
• Maintain coordination and communication with
Incident Commanders through Departmental Operating
Centers (DOCs) or directly through the EOC.
• Utilize existing Mutual Aid systems for fire and law
enforcement resource coordination.
• Establish coordination between the City’s EOC and the County EOC when activated.
• Implement multiagency coordination for decision-
making in disaster response and recovery.
The requirement to use SEMS includes:
• Fulfilling SEMS management and coordination role.
• Providing for the five essential SEMS functions:
Management, Operations, Planning, Logistics, and
Finance/Administration.
15 PART 1 SECTION 1: PURPOSE AND SCOPE
PART 2
OPERATIONAL FRAMEWORK
16 PART 2 SECTION 1: CONCEPT OF OPERATIONS
SECTION 1:
CONCEPT OF OPERATIONS
DIRECTION, CONTROL, AND
COORDINATION
EMERGENCY MANAGEMENT GOALS
The City of Palmdale’s emergency management goals are to:
• Provide timely and effective life safety measures while minimizing property loss.
• Ensure the rapid resumption of essential city services. • Maintain accurate documentation to support cost
recovery efforts.
INCIDENT COMMAND SYSTEM
The utilization of the Incident Command System (ICS) is a requirement for both National Incident Management System (NIMS) and Standardized Emergency Management System
(SEMS) compliance.
ICS is a nationally recognized, standardized system designed to enable users to implement an integrated organizational structure that aligns with the complexity and demands of single or multiple incidents. The principles of ICS address both organizational structure and operational processes.
ICS is employed to manage facilities, equipment, personnel, procedures, and communications through a common
organizational framework and standardized procedures.
All field emergency response personnel in the City utilize ICS. Furthermore, ICS serves as the primary organizational structure for the City Emergency Operations Center (EOC), adhering to NIMS and SEMS guidelines.
Incident Command, or Unified Command in cases involving multiple agencies with equal operational authority or
multiple jurisdictions, holds direct command and control over on-scene operations. SEMS regulations mandate
that local government structure field command and
EOC operations around five key functions: management,
operations, planning, logistics, and finance/administration.
Each function is responsible for specific activities that contribute to response and recovery efforts.
EMERGENCY OPERATIONS CENTER
An Emergency Operations Center (EOC) is a physical or
virtual facility from which jurisdictional leaders coordinate information and resources to support field command and
incident management operations. The primary role of the City EOC is to facilitate coordination in support of field activities, including policy direction, information sharing, and resource allocation.
The City is responsible for establishing, monitoring, and continuously improving a comprehensive emergency
management approach. Stakeholders assigned roles within the emergency management program must ensure they are
prepared to execute their assigned response and recovery activities.
Effective activation of Field Command and EOC operations is the primary responsibility of the City’s emergency
management organization. Should an emergency exceed local response capabilities, assistance may be requested from the Operational Area (OA), as well as state and federal agencies.
The City Manager serves as the Emergency Services Director and oversees the City Emergency Management Organization, including emergency response and recovery efforts. The
Emergency Services Director is responsible for implementing the Emergency Operations Plan (EOP) during emergencies.
According to Section 2.28 of the City’s Municipal Code, the City Manager is accountable to the City Council. Acting as the Emergency Services Director, the City Manager may appoint an EOC Director, such as the Assistant City Manager, a
department director, or the Emergency Services Administrator.
EOC activation occurs for various reasons, depending on the support requirements of the City organization, Field Command needs, the scope and scale of the threat, and
anticipated developments during an incident. The level of EOC activity expands in scope and complexity in response to the incident’s demands.
ORGANIZATION
The following functions constitute the EOC organization and are further detailed in Part 3:
• Management – Provides overall emergency policy
direction and coordination through collaboration
between government agencies and private organizations.
• Operations – Coordinates jurisdictional operations in support of emergency response efforts.
• Planning – Collects, evaluates, and disseminates
information; develops the City of Palmdale’s EOC
Action Plan and After-Action/Improvement Plan in
coordination with other functions and maintains
pertinent documentation.
• Logistics – Provides facilities, communication services, personnel, equipment, and materials to support
incident response.
• Finance/Administration – Manages financial activities, including timesheets, compensation, claims, and other
administrative responsibilities.
17PART 2 SECTION 1: CONCEPT OF OPERATIONS
The five essential Standardized Emergency Management
System (SEMS) functions will be established as “Sections” within the Emergency Operations Center (EOC), with all
other components organized as Branches, Groups, or Units within these sections. The activation of specific functions and their interrelationships will depend on the size and nature of the incident. Only the functional elements necessary to meet current objectives will be activated. The tasks and duties of any non-activated function will be assigned to the next higher supervisory position within the organization.
MANAGEMENT OF PERSONNEL – HIERARCHY OF
COMMAND AND SPAN-OF-CONTROL
The title “Chief” designates the lead person for each
functional Section in the EOC. Every individual will have a designated supervisor, with each supervisor typically overseeing no more than seven employees. The optimal span of control ranges between three and five personnel.
The EOC Management Section includes the EOC Director,
Public Information Officer (PIO), Liaison Officer, Access and Functional Needs and Disabilities Advisor, Agency
Representatives (AREPs), Safety and Security Officer, and EOC Manager.
The General Staff consists of the Operations, Planning, Logistics, and Finance/Administration Chiefs, along with their respective Units or Groups. Each Section Chief is responsible for:
• Overseeing the internal functions of their Section.
• Coordinating with other Sections, EOC Management,
and external agencies collaborating with the EOC.
• Maintaining communication and support for Field
Command.
MUL TIAGENCY COORDINATION IN THE EOC
The City EOC is responsible for multiagency and interagency coordination at the local government level, specifically in the following areas:
• Establishing response priorities.
• Developing Situational Awareness (SA) and a Common
Operating Picture (COP).
• Acquiring and allocating critical resources.
• Formulating strategies for addressing multiagency
response challenges.
• Coordinating mutual aid efforts.
• Managing public information dissemination.
• Facilitating interagency communication and
information sharing.
• Ensuring smooth communication across SEMS levels.
EMERGENCY RESPONSE COORDINATION AT EOC
Emergency response coordination at the EOC involves:
• Representatives from City departments.
• Representatives from non-governmental agencies,
including special districts, volunteer organizations, and private entities.
• Coordination with agencies not represented at the EOC through various communication channels.
• Active participation in the EOC action planning process to enhance emergency management effectiveness.
COORDINATION WITH FIELD COMMAND
Coordination across SEMS levels is critical for effective emergency response. During a major emergency, the City’s EOC may be activated to manage the overall response, while field responders operate under the Incident Command
System (ICS). Incident Commanders report to Department
Operations Centers (DOCs), which, in turn, coordinate with the EOC.
COORDINATION WITH SPECIAL DISTRICTS
Special districts are recognized as local governments within SEMS. Their role in disaster and emergency response generally aligns with their standard services. However, during major emergencies, some special districts may assume expanded responsibilities by assisting other local governments.
To facilitate coordination and communication, special
districts involved in emergency response should establish direct communication with local governments and the
Operational Area (OA). Given that special district boundaries often overlap with municipal and county jurisdictions,
coordination efforts should be structured to ensure efficiency.
Special districts serving multiple jurisdictions may appoint liaison representatives to the City’s EOC or County Emergency Operations Center (CEOC) to streamline coordination and communication with various stakeholders.
COORDINATION WITH VOLUNTEER AND PRIVATE
AGENCIES
The City’s EOC will generally be a focal point for coordination of response activities with many non-governmental agencies.
The EOC should establish communication with private and volunteer agencies within the City.
Agencies that play key roles in the response should have representatives at the EOC. If an agency supports several functions and has only one representative at the EOC,
the AREP should be in the liaison area. If an agency
supports only one function, its AREP may be assigned to the applicable Section. Some agencies may have several
personnel participating in functional elements in the EOC.
Agencies that have county-wide response roles and cannot respond to numerous cities’ EOCs should be represented at the OA level.
18 PART 2 SECTION 1: CONCEPT OF OPERATIONS
Coordination with volunteer and private agencies that do not have representatives at the EOC may be accomplished through telecommunications, liaison with community
councils that represent several agencies, or involvement of agencies in special multiagency groups on specific issues.
COORDINATION WITH THE LOS ANGELES COUNTY
OPERATIONAL AREA (LAC OA)
Effective coordination and communication must be
established between activated local government Emergency Operations Centers (EOCs) and the Los Angeles County
EOC, which serves as the Operational Area (OA). For the City, this coordination occurs through the Los Angeles
County EOC. Communication channels include telephone,
satellite phone, radio, the Everbridge Mass Communication System, and runners, among others.
MUL TIAGENCY /INTERAGENCY COORDINATION GROUP
(MACG/IACG)
The Los Angeles County EOC (CEOC) may establish a
Multiagency Coordination Group (MACG) or an Interagency Coordination Group (IACG) to facilitate collaboration
among all OA jurisdictions.
• The MACG may operate within the CEOC, at an
alternate location, or via conference calls, while
maintaining contact with the CEOC. The IACG operates
separately but has dedicated meeting and
communication facilities adjacent to the CEOC.
• The MACG/IACG should work to develop consensus on
priorities, resource allocation, and response strategies. • The EOC Action Plan should integrate the group’s
identified priorities and objectives.
• The group’s objectives should be implemented through
the EOC.
• The City may collaborate with other local governments and agencies in a MACG convened by the Los Angeles
County Office of Emergency Management (LAC OEM)
or other entities at the local, OA, state, or federal level.
ALERTING AND WARNING SYSTEMS
Timely emergency notifications are critical for public safety of City residents and establishing effective incident response.
Emergency notifications, warnings and alerts will be
disseminated by Alert Palmdale in collaboration with LAC OEM and the County Sheriff’s Public Safety Dispatch,
utilizing the Everbridge System through the County’s ready. lacounty.gov interactive webpage. Law enforcement agencies and other emergency services may be required to disseminate emergency warnings through various means to ensure timely warnings to the public, including those with disabilities and access and functional needs. This includes primary warning systems, physically going door-to-door on-scene, using
public address systems and social media platforms.
FEDERAL
Emergency Alert System (EAS): Previously the Emergency
Broadcast System, the Emergency Alert System is a
national public warning system that requires radio and
TV broadcasters, cable TV, wireless cable systems, satellite and wireline operators to provide the president with the capability to address the American people within 10 minutes during a national emergency.
Broadcast, cable and satellite operators are the stewards of this important public service in close partnership with state, local, tribal and territorial authorities.
FEMA, in partnership with the Federal Communications
Commission and National Oceanic and Atmospheric
Administration (NOAA), is responsible for implementing, maintaining and operating the EAS at the federal level.
The Emergency Alert System details include the following:
• Messages can interrupt radio and television to broadcast emergency alert information.
• Messages cover a large geographic footprint. Emergency message audio/text may be repeated twice, but EAS
activation interrupts programming only once, and then
regular programming continues.
• Messages can support full message text for screen crawl/ display, audio attachments in mp3 format and
additional languages.
• It is important for authorities who send EAS messages to have a relationship with their broadcasters to
understand what will be aired via radio, TV and cable
based on their policies. Policies vary from station to
station.
INTEGRATED PUBLIC ALERT WARNING SYSTEM (IPAWS)
During an emergency, officials need to provide the public with life-saving information quickly. The Integrated Public Alert and Warning System (IPAWS) is a modernization and integration of the nation’s alert and warning infrastructure that will save time when time matters, protecting life and property.
Federal, state, territorial, tribal and local alerting authorities may choose to use IPAWS and may integrate local systems that use Common Alerting Protocol standards with the
IPAWS infrastructure. IPAWS will give public safety officials an effective way to alert and warn the public about serious emergencies using the Emergency Alert System. The
Commercial Mobile Alert System, NOAA Weather Radio
and other public alerting systems are available from a single interface. LAC OEM has the license to use IPAWS on behalf of the jurisdictions, if applicable.
19PART 2 SECTION 1: CONCEPT OF OPERATIONS
NATIONAL WARNING SYSTEM (NAWAS)
The National Warning System (NAWAS) is a 24-hour
continuous private line telephone system used to convey warnings to federal, state and local governments, as well as the military and civilian population. Originally, the primary mission of the NAWAS was to warn of an imminent enemy
attack or an actual accidental missile launch upon the United States. NAWAS still supports this mission, but the emphasis is on natural and technological disasters.
In today’s post-Cold War environment, the threats imposed by disasters make it imperative for all government officials to have access to an effective and reliable means of warning the public of impending emergencies so that they may take protective actions. Title VI of the Robert T. Stafford Disaster Relief and Emergency Assistance Act authorizes the use of the NAWAS to support the All-Hazards response mission of FEMA. NAWAS is used to disseminate warning information
concerning natural and technological disasters to various warning points throughout the continental United States, Alaska, Hawaii and the Virgin Islands. This information includes, but is not limited to, acts of terrorism, including Weapons of Mass Destruction (WMD) after aircraft
incidents/accidents, earthquakes, floods, hurricanes, nuclear incidents/accidents, severe thunderstorms, tornadoes,
tsunamis and winter storms/blizzards. NAWAS allows the
issuance of warnings to all stations nationwide or to selected stations as dictated by the situation.
The NAWAS Operations Manual, 03/2001, contains
eligibility criteria that federal, state and/or local governments must meet to gain access to this system, as well as
operational procedures. NAWAS is a dedicated wire-line
system that provides two-way voice communication between federal warning centers, state warning points and local warning points.
STATE OF CALIFORNIA
California Warning System (CALWAS) is the state
portion of NAWAS that extends to communications and
dispatch centers throughout the state. The Governor’s OES headquarters are tied to the federal system through the Warning Center in Sacramento. Circuits then extend to
county warning points. The CHP headquarters in Sacramento is the state’s alternate warning point. Both state and federal circuits are monitored 24 hours a day at the Warning Center, the alternate point and each of the local warning points.
Counties not on this system will receive warnings through other means normally over the California Law Enforcement Telecommunications System (CLETS) in July 2017.
California Emergency Services Fire Radio System (CESFRS is the statewide communications network available to all fire agencies. The three (3) available channels have been designated Fire White #1, #2 and #3. White #1 is authorized for base station and mobile operations. White #2 and #3 are for mobile and portable use only. All three White channels are designated by the FCC as “Intersystem” channels and are intended solely for interagency fire operations, i.e., Mutual Aid. White #2 and #3 are intended for on-scene use only.
California Emergency Services Radio System (CESRS) serves as an emergency communications system for the governor’s OES and county emergency services organizations. The system assists in the dissemination of warning information and supports disaster and emergency operations. The system may be used on a day-to-day basis for administrative emergency services business. Statewide communications are provided through several microwave-interconnected mountaintop
relays. It operates under appropriate FCC rules and regulations and is administered by the State of California.
20 PART 2 SECTION 1: CONCEPT OF OPERATIONS
CALIFORNIA LAW ENFORCEMENT MUTUAL AID RADIO
SYSTEM
CLEMARS is provided and managed by the California
Emergency Management Agency (Cal EMA). CLEMARS
enhances the ability of law enforcement agencies to
communicate on common frequencies during emergencies
and other special operations.
This CLEMAS plan governs the 12 CLEMARS channels (13
after narrow banding) in each of the public safety radio bands and the National Law Enforcement Mutual Aid
Channel, which is considered part of the CLEMARS pool
of frequencies in California. As such, CLEMARS provides a communications option for law enforcement officials
regardless of the band their equipment operates in or the jurisdiction in which they are communicating.
As the Federal Communication Commission (FCC)
mandated that states adopt a regional or county approach for 800 MHz, the 800 MHz CLEMARS channels are governed
by their respective regional 800 MHz communications plans.
However, all CLEMARS channels are bound by California’s statewide standards and procedures as detailed. CalOES
enforces strict adherence to this, and violations can result in loss of authorization to use CLEMARS channels.
CALIFORNIA LAW ENFORCEMENT
TELECOMMUNICATIONS SYSTEM (CLETS) PURSUANT
TO GC SECTION 15151:
The California Law Enforcement Telecommunications
System is an efficient law enforcement communications
network available to all public agencies of law enforcement within the state. The CLETS will provide all law enforcement and criminal justice user agencies with the capability of obtaining information directly from federal and state
computerized information files.
STATE-PROVIDED SERVICES PURSUANT TO GC
SECTIONS 15161- 15163: The CA DOJ shall provide central switching equipment and sufficient circuitry from the
switching center to one (1) location in each county to
handle law enforcement message traffic. Circuitry and
terminal equipment to extend beyond, or other than, the CLETS termination point in each county will be provided by client agencies at their own expense.
OPERATIONAL AREA SATELLITE INFORMATION SYSTEM
(OASIS):
The Operational Area Satellite Information System (OASIS) is a network of over 80 earth stations (terminals) located statewide. The terminals provide broadband internet
and telephone access immune to regional failures in the terrestrial network. The inventory of terminals includes both fixed and transportable terminals. Fixed terminals are sited at Emergency Operations Centers in all 58 California counties.
Additional fixed remotes serve locations of particular
importance to disaster response, seismological laboratories, the California National Guard Headquarters, etc. A fleet of transportable units is available for both response and recovery missions. Transportable regularly serves Incident Command posts, providing reach-back communications
from locations in austere conditions. Transportable is
also used to provide needed internet and telephone
communications in a variety of recovery settings, such as shelters, local assistance centers, logistics marshaling, etc.
ALERT PALMDALE: Alert Palmdale is the City’s official
emergency notification system, designed to keep residents informed and safe during critical situations. This system provides real-time updates on emergencies, such as severe weather, natural disasters, public safety threats, and more.
Through Alert Palmdale, the City can quickly notify the community about potential dangers and any immediate actions they should take, helping residents stay prepared and informed.
The system ensures that important information is delivered directly to those who need it most, providing peace of mind and a clear line of communication during times of crisis.
COUNTY OF LOS ANGELES (READY.LACOUNTY.GOV):
The LAC OEM and the County Sheriff’s Department both
utilize the Everbridge Mass Communication System. This
system is used to notify the public of critical information quickly in a variety of situations, such as severe weather, evacuations, major road closures, missing persons and other events happening within the county proper.
Participants who sign up to be alerted by the system will receive time-sensitive messages wherever specified, such as home phone, mobile or business phone, email address, and/ or text messages.
ACTIVATION OF THE EOC
City of Palmdale first responders (employees) will be
notified to report via Alert Palmdale, the City’s emergency notification system. If the system is down, staff are instructed not to deploy on their own. Instead, they must receive
notification through phone, email, or by a door-to-door visit from LA County Sheriff Deputies or LA County Fire personnel before responding.
The City of Palmdale’s Primary and Alternate EOC Locations:
• Primary EOC: 38300 Sierra Highway, Palmdale, CA
93550
• Alternate EOC: Palmdale Maintenance Yard, 391 10 3rd
St. East, Palmdale, CA 93550
21PART 2 SECTION 1: CONCEPT OF OPERATIONS
The EOC organization may include representatives from
state agencies, special districts, volunteer organizations, and private entities with significant response roles. According to City of Palmdale Municipal Code 2.28 – Civil Defense and Disasters, the EOC Director or their designee is responsible for coordinating disaster response and recovery operations.
The City’s EOC is activated when Field Command requests coordination support for resource needs that exceed
the capability of field response teams. The level of EOC activation depends on the severity of the incident.
WHEN TO ACTIVATE THE EOC:
The EOC should be activated under the following
circumstances:
• A significant emergency has occurred or is imminent,
requiring a large-scale, sustained response.
• The City Manager or designee determines that a Local
Emergency should be proclaimed due to the impact or
threat of a hazard.
• The Governor has declared a State of Emergency
affecting the City or Los Angeles County.
• A Presidential Declaration of a National Emergency
affects the City or County.
Any department director may request EOC activation
through the EOC Director, City Manager, or designee.
STEPS TO ACTIVATE THE EOC
1. The Emergency Services Director or designee, upon
request from a department director, evaluates the
necessity of activation.
2. The Emergency Services Director or designee notifies the Emergency Services Administrator, providing a brief description of the emergency.
3. Once activated, the EOC Manager contacts all EOC
Section Chiefs and informs them of the activation level.
4. Once activated, the EOC Director or designee will
contact LA County Office of Emergency Management
Duty Officer, identify yourself, your contact
information, provide activation level for Palmdale EOC
and report immediate needs.
EOC ACTIVATION LEVELS
The EOC may be activated at one of three levels, depending on incident severity:
Level One – Minimum Staffing
• Key personnel staff essential functional positions as designated by the Incident Commander and Emergency
Services Director.
• Typically used during warning or buildup phases.
• The EOC may not be physically set up at this level.
Level Two – Functional Position Staffing
• Additional personnel are assigned to specific functions based on incident needs.
• One or more Department Operations Centers (DOCs)
may also be activated.
• The EOC is set up to support the DOC(s) as necessary.
Level Three – Full Staff/Full Activation
• All EOC organizational elements are fully staffed.
• The Standardized Emergency Management System
(SEMS) is fully implemented.
EOC ACTION PLANNING PROCESS
At local, OA, regional and state levels, using EOC action plans provides designated personnel with knowledge of
the objectives to be achieved, and the steps required for achievement. Action plans not only provide direction,
but they also serve to provide a basis for measuring the achievement of objectives and overall system performance.
Action planning is an important management tool that
involves:
• A process for identifying priorities and objectives for emergency response or recovery efforts.
• Documentation of the priorities, objectives, tasks and personnel assignments associated with meeting them.
The action planning process should involve management and general staff along with other EOC elements, special district representatives and other agency representatives, as needed.
The Planning Section is responsible for coordinating the development of the action plan and facilitating meetings.
They are developed for a specified operational period, which may range from a few hours to 12 hours. The operational period is determined by the EOC Director and Planning
Section Chief after establishing a set of priority actions that need to be performed. A reasonable timeframe is then established for accomplishing those actions. It need not be complex but should be sufficiently detailed to guide EOC elements in implementing the priority actions.
Guidelines for developing action plans and examples for formatting are contained in Part 3 - Section 3.
INFORMATION COLLECTION AND
DISSEMINATION
To establish a common operating picture, the City EOC
requires information to be shared by all agencies involved in the incident response, whether in the field, in a DOC, or in the OA EOC. Establishing a common operating picture and maintaining situational awareness is essential to effective incident management.
22 PART 2 SECTION 1: CONCEPT OF OPERATIONS
The City of Palmdale uses Disaster Los Angeles Network (DLAN) as its emergency information management system
to support incident management during activations of the Emergency Operations Center (EOC).
Specifically, DLAN is:
• A centralized digital platform that allows EOC staff to input, manage, and track critical data, such as situation reports, resource requests, and operational updates.
• Used to ensure real-time situational awareness
and informed decision-making by providing a shared
information environment across departments and
partner agencies.
• Designed to replace traditional paper-based
coordination tools by offering cloud-based access to
incident documentation, action plans, communications
logs, and more.
• Integrated with the City’s planning structure, it supports continuity of operations, improves coordination, and
ensures compliance with FEMA, Cal OES, SEMS, and
NIMS requirements for documentation and accountability.
The field response, through the City’s EOC, must provide the Operations Section with as much information as possible to aid Management and general staff to make educated
decisions about incident response priorities and objectives.
The Management Section requires information, such
as type of incident/disaster, population/ communities
affected, resources available and any other relevant incident information that would aid or should be considered in
decision-making.
Information is shared via conference calls, satellite phone, face-to-face, Incident Action Plans, etc., so that all incident response personnel maintain situational awareness
and information is used by intended recipients to take
appropriate response actions.
RESOURCE REQUESTS
Resource requests are submitted through the appropriate channels according to the SEMS/ICS structure established within the EOC Logistics Section. Resource requests will be addressed locally and, if necessary, regionally and then statewide. All requests for resources will require a request number and description of the request before deployment.
BRIEFINGS
City EOC operational period briefings are conducted at the beginning of each operational period, during which the
current action plan for the upcoming operational period is reviewed. Additional briefings are scheduled as necessary to pass along vital information. Any staff who wish to pass along information during a briefing or have important
incident information/updates should be prepared to
disseminate that information during the operational period briefings. All briefings will follow the Planning P schedule.
REPORTING TO THE LOS ANGELES
COUNTY OFFICE OF EMERGENCY
MANAGEMENT (LAC OEM)
The City will notify LAC OEM of the following as soon as feasible:
• Date and time EOC is activated, including the level of activation.
• A Proclamation of a Local Emergency has been
proclaimed.
The City will provide LAC OEM with the following
documentation as soon as feasible:
• EOC Action Plan that includes, but is not limited to:
• Situation Reports (Sitrep).
• Initial Damage Estimates (IDE).
• Resources being utilized or needed.
DEACTIVATION
As the incident stabilizes in the field and resource requests are minimal or no longer coming into the EOC. Section
Chiefs and the EOC Director will discuss and authorize
EOC deactivation. The EOC deactivation will follow the
Deactivation Plan outlining demobilization instructions by function and position.
AFTER ACTION REPORTS AND
IMPROVEMENT PLANS
The EOC Director and Planning Section Chief will
determine the date and time for a debriefing of EOC staff.
Observations of EOC operations, identified strengths, and areas of improvement will be recorded during the debriefing to capture lessons learned. The Planning Section Chief
and EOC Manager are responsible for developing this
information into a formal After-Action Report/Improvement Plan (AAR/ IP). Action items identified in the AAR/IP will be tracked for completion. All AARs/IPs developed during the next formal, 3-year EOP update phase will be reviewed during the revision of the full Plan.
23PART 2 SECTION 2: ROLES AND RESPONSIBILITIES
SECTION 2:
ROLES AND RESPONSIBILITIES
THE CITY OF PALMDALE ENGAGES
MUL TIPLE AGENCIES AND CRITICAL
PARTNERS IN EMERGENCY MANAGEMENT
EFFORTS. AGENCIES INCLUDE BUT ARE
NOT LIMITED TO:
LOS ANGELES COUNTY FIRE DEPARTMENT:
Responsible for firefighting, hazardous materials (HAZMAT) response, medical triage, treatment and coordinating
appropriate transport, and activation of field command
operations.
LOS ANGELES COUNTY SHERIFF DEPARTMENT:
Handles evacuations, emergency notifications, traffic control, scene security, and supports field command operations.
PUBLIC WORKS:
Supports debris clearance, infrastructure assessment and repair, traffic control assistance, and resource logistics.
CITY ADMINISTRATION:
Coordinates overall emergency response, activates the
Emergency Operations Center (EOC), manages public
information, and ensures continuity of government.
PRIVATE SECTOR:
Maintains business continuity, safeguards critical
infrastructure, and coordinates with the City to support recovery and supply chains.
NON-GOVERNMENTAL ORGANIZATIONS (NGOS):
Provide shelter, food, mental health support, and services for displaced or vulnerable populations.
LOS ANGELES COUNTY:
Offers regional resources, mutual aid, public health
services, and coordinates with city agencies for medical and recovery support.
STATE OF CALIFORNIA:
Provides supplemental resources, coordinates statewide
mutual aid, and supports large-scale recovery operations.
FEDERAL GOVERNMENT:
Offers disaster declarations, financial aid, specialized response teams, and long-term recovery assistance through agencies like FEMA.
24 PART 2 SECTION 3: COMMUNICATIONS
SECTION 3:
COMMUNICATIONS
Effective communication is a critical component of incident management. This section outlines the Office of Emergency Services’ (OES) communications plan, supporting its
mission to provide clear and effective internal and external communication between the City Emergency Operations
Center (EOC), all incident response personnel and the public.
EXTERNAL COMMUNICATIONS
PUBLIC INFORMATION
The City Public Information Officer (PIO) and public
information team will be notified to report to the
City’s EOC. They are responsible for managing public
communications related to the incident or emergency.
Social media platforms will be utilized to disseminate
information to the public. Additionally, strategically placed public information kiosks throughout the City will provide up-to-date information.
The City of Palmdale will establish an informational
hotline for public updates, as needed. This line is strictly for outgoing information and does not accept incoming
messages. If necessary, a designated number will be
assigned for public inquiries.
NON-EMERGENCY EXTERNAL COMMUNICATIONS
During an incident, the City EOC anticipates a high volume of public inquiries directed to 91 1. To mitigate this, the City has partnered with the County Office of Emergency
Management (OEM) to reroute non-emergency calls to
2-1-1 personnel, who will provide relevant incident-related information. It is essential that 2-1-1 call centers are activated and adequately staffed as soon as possible to handle the expected volume of non-emergency calls.
During non-emergency periods, the informational hotline will provide weekly fire safety and emergency preparedness tips in both English and Spanish.
2-1-1 SERVICES
The City EOC must ensure that 2-1-1 is supplied with
pertinent information regarding the City’s response. All information distributed through 2-1-1 will be available in both English and Spanish.
INTERNAL COMMUNICATIONS
Communication within the EOC should be a two-way
process, facilitating the exchange of information between Section Chiefs, support staff, and field responders. To ensure clarity, all personnel must use plain language, avoiding acronyms, abbreviations, and slang.
All incident-related information should be documented
and displayed on a situational status board within the
EOC, ensuring accessibility for all response personnel. This multi-channel communication approach guarantees timely, reliable, and consistent information flow, ensuring that critical updates reach all intended recipients.
25PART 2 SECTION 4: CONTINUITY OF OPERATIONS/CONTINUITY OF GOVERNMENT SECTION 4:
CONTINUITY OF
OPERATIONS/CONTINUITY
OF GOVERNMENT
A major disaster or national security emergency may
result in the injury or death of key government officials, the partial or complete destruction of government
infrastructure, and the loss of public and private records essential for continued operations. In such situations, preserving law and order and maintaining government
services are paramount. The California Government Code
8643(b) and the State Constitution provide the legal
framework for ensuring the continuity and preservation of state and local government functions.
All levels of government are responsible for ensuring
continuity of leadership, authority, and direction in
emergency operations, including preparedness, response, recovery, and mitigation. Under California’s Mutual Aid concept, local officials retain control over their jurisdiction’s emergency response, while receiving supplemental resources from other jurisdictions, as needed. Effective communication of official requests, situation reports, and emergency
information is essential for managing disasters.
To ensure Continuity of Government (COG), the following seven key elements must be addressed at all government levels:
• Succession Planning: Establishing a clear line of succession for essential emergency management positions.
• Pre-Delegation of Emergency Authorities: Granting
key officials predefined emergency powers to ensure
swift decision-making.
• Emergency Action Planning: Developing and maintaining emergency response and action plans.
• Emergency Operations Centers (EOCs): Establishing
designated locations to coordinate emergency response.
• Alternate Emergency Operations Centers: Identifying
backup EOCs to ensure operational continuity.
• Safeguarding Vital Records: Protecting essential documents necessary for governance and public service continuity. • Protection of Critical Resources and Personnel: Ensuring the security of government and industrial facilities,
resources, and personnel.
The objectives of the COOP include, but are not limited to:
• Employee and Public Safety: Protecting the well-being of employees and the community.
• Continuity of Essential Operations: Ensuring critical government functions continue without disruption.
• Asset Protection: Safeguarding essential facilities,
equipment, and records.
• Operational Resilience: Minimizing service interruptions and facilitating a structured recovery process.
• Timely and Orderly Recovery: Restoring full services
efficiently after an emergency.
• Civil Authority Maintenance: Upholding governance and public service commitments.
• Leadership Continuity: Providing a framework for
sustained executive leadership.
• Regulatory Compliance: Ensuring adherence to legal and statutory requirements.
While the timing and nature of future disasters remain
uncertain, their inevitability is assured. The effectiveness of the City’s COOP will determine the success of response, recovery, and service restoration efforts. The COOP is a confidential, living document that continues to evolve.
26 PART 1 SECTION 1: PURPOSE AND SCOPE
PART 3
EOC OPERATIONS
27PART 3 SECTION 1: MANAGEMENT SECTION
SECTION 1:
MANAGEMENT SECTION
GENERAL PURPOSE
The Management Section directs the City’s Emergency
Management Organization (EMO), coordinates the actions
of the EOC staff, establishes operational priorities, ensures the development and implementation of emergency
response strategies, collaborates with elected officials, communicates with the media, and coordinates response
efforts with external agencies at the county, state, and federal levels. The section also ensures the safety of responders and evaluates the potential economic, social, and environmental impacts of the disaster on citizens while managing response efforts within the City. Additionally, it assesses potential emergencies in neighboring jurisdictions that could impact the City of Palmdale or affect its available resources.
The Management Section is responsible for overall
emergency policy and coordination through the joint efforts of governmental agencies and private organizations. This section includes the following key functions:
• EOC Director
• Deputy Director
• EOC Manager
• Public Information Officer
• Liaison Officer/Agency Representative
• Safety Officer
• City Clerk
CONCEPT OF OPERATIONS
The Management Section will operate under the following policies during an incident:
• Utilization of the Standardized Emergency Management
System (SEMS) and the National Incident Management
System (NIMS) for incidents of national significance.
• Adherence to all existing City and departmental
operating guidelines unless modified by the EOC
Director.
• All on-duty personnel must remain on duty until
properly relieved. Off-duty personnel are expected to
return to work in accordance with department policies
and Disaster Service Worker Standard Operating
Guidelines.
• Operational periods will be event-driven and
determined by the EOC Director, EOC Manager, and
Planning Section Chief.
CITY OF PALMDALE EMERGENCY
OPERATIONS CENTER (EOC)
MANAGEMENT
During a major emergency or disaster, centralized emergency management is critical. The EOC provides centralized
management, coordinating City decision-making,
department activities, and liaison efforts with governmental and non-governmental entities.
The EOC serves as the primary hub for authority and
information, allowing face-to-face coordination among
personnel responsible for setting priorities, allocating resources, and requesting Mutual Aid, as needed.
Typically, when the EOC is activated, an on-scene Incident Commander directs operations based on standard operating procedures until relieved by a superior officer. The Incident Commander ensures continuous information flow to the
Departmental Operating Center (DOC) and the EOC. The
City EOC disseminates information to City staff, the City Council, and the public, as necessary.
Upon EOC activation, the EOC Manager, Operations, and/
or Planning Section Chief will brief the Emergency Services Director on the incident status. The City’s Policy Group will establish a mission statement with priorities for incident management teams. The Emergency Services Director or its designee has the authority to determine action priorities and allocate resources accordingly during the initial Incident Action Planning meeting.
EMERGENCY MANAGEMENT
ORGANIZATION ASSIGNMENTS AND
RESPONSIBILITIES
The Emergency Operations Center (EOC) Director, supported by the Emergency Management Organization, have overall
responsibility for:
• Organizing, staffing, and operating the EOC.
• Providing information and guidance to the public.
• Maintaining information on the status of resources, s ervices, and operations.
• Directing overall operations.
• Obtaining support for the City of Palmdale.
• Identifying and analyzing potential hazards and
recommending appropriate counter measures.
• Collecting, evaluating, and disseminating damage
assessments and other essential information.
• Providing status and other reports to the City Council and the County.
The general responsibilities of key members of the Management Section of the Policy Group are:
28 PART 3 SECTION 1: MANAGEMENT SECTION
EOC Director: The EOC Director oversees the City’s
emergency response and recovery efforts, determining the operational period and setting priorities for that period.
EOC Deputy Director: The EOC Deputy Director plays
a critical supporting leadership role, working closely
with the EOC Director to ensure effective coordination, communication, and response during an emergency or
disaster.
Public Information Officer (PIO): The PIO ensures the
accuracy, consistency, and timeliness of information
provided to external agencies and the media. When multiple agencies are involved, a Joint Information Center (JIC) may be established. The PIO will coordinate with the JIC or assign a representative to facilitate information dissemination across local, state, and federal agencies. The PIO ensures that communication is culturally relevant and accessible to individuals with access and functional needs.
EOC Manager: The EOC Manager facilitates EOC operations and serves as a resource for the EOC Director and Section Chiefs.
Liaison Officer: The Liaison Officer acts as the primary contact for representatives from assisting organizations and agencies outside City government. This role ensures that external agencies coordinate their efforts to prevent independent operations that may disrupt overall response efforts. County, state, and federal emergency officials should contact the Liaison Officer to maintain operational continuity. Depending on the incident type and EOC
activation level, the EOC Manager may also fulfill this role.
Access and Functional Needs (AFN) Liaison: The AFN Liaison collaborates with the Care and Shelter Branch and the PIO to ensure that emergency sheltering and communications
are accessible to the entire community. This role works with government agencies, non-governmental organizations, and non-profits to provide necessary resources for evacuation centers and shelters.
Legal Officer: The City Attorney serves as the Legal Officer, advising the EOC Director on legal matters related to the incident. Additionally, the Legal Officer assists in drafting a local proclamation, if required.
Safety Officer: The Safety Officer identifies and mitigates safety hazards and potential liabilities during EOC
operations. This role is responsible for ensuring a safe working environment within the EOC for all staff.
City Clerk: The City Clerk is designated as the custodian responsible for vital records and ensures accurate
documentation of actions and decisions.
PURPOSE
A major disaster or enemy attack may result in significant loss of life and property, including the incapacitation of key government officials and damage to government records
and facilities. Local government continuity is essential for maintaining law and order, providing essential services, and overseeing recovery operations.
Applicable portions of the California Government Code
and the State Constitution authorize the continuity and preservation of state and local government functions.
RESPONSIBILITIES
Governments at all levels must ensure continuous
leadership and authority in all aspects of emergency services:
preparedness, response, recovery, and mitigation. Under California’s Mutual Aid system, local officials maintain control of their jurisdiction’s emergency operations while additional resources may be provided upon request. Effective communication of official requests, situation reports, and emergency information is essential during any disaster.
PRESERVATION OF LOCAL GOVERNMENT
Article 15 of the California Emergency Services Act (§8637- §8644) authorizes procedures to maintain the functionality of political subdivisions within the State of California. This includes the designation of standby officers for governing body members and key executive personnel. Article 15 also outlines procedures to ensure the continued functioning of political subdivisions in the event the governing body is unavailable to serve. The Emergency Services Act ensures the preservation of City and county governments in both peacetime and national security emergencies.
CITY OF PALMDALE GOVERNING BODY
LINES OF SUCCESSION
The first step in assuring continuity of government is to have authorized personnel prepared to carry out emergency actions for the government in the event of a natural,
technological, or national security disaster.
Article 15, Section 8638 of the Emergency Services Act
authorizes governing bodies to designate and appoint three (3) standby officers for each governing body member and the chief executive, if not a governing body member. Listed below is the City’s Line of Succession.
29PART 3 SECTION 1: MANAGEMENT SECTION
MA YOR AND COUNCIL
Referring to the City of Palmdale Municipal Code Line of Succession for Mayor during an emergency, it reads:
MA YOR AND CITY COUNCIL
1. Mayor Pro Tem
2. City Council member (one of three)
3. City Manager
ADMINISTRATION
1. City Manager
2. Assistant City Manager
3. City Attorney
TEMPORARY CITY SEAT DURING
EMERGENCIES
The City’s Municipal Code 2.28 and Section 23600 of the California Government Code provide that:
• The Emergency Services director and/or City Council
shall designate alternate City seats or locate a facility outside the City boundaries, if necessary. Note: Real
property cannot be purchased for this purpose.
• A resolution designating the alternative City seat must be filed with the Secretary of State.
• If circumstances warrant, additional sites may be
designated after the original site designations.
In the event the primary location is not usable because of emergency conditions, the temporary seat of City
government will be determined by the EOC Management
Section/Policy Group.
EMERGENCY OPERATIONS CENTER (EOC)
The City of Palmdale’s primary EOC is located at 38300
Sierra Highway, Palmdale, CA 93550.
REFERENCES
• Judicial System, Article VI, Section 1, 4, 5, and 10 of the Constitution of California.
• Local Government, Article XI, of the Constitution of
California.
• Preservation of Local Government, Article 15 of the
California Emergency Services Act.
• Temporary City Seat, Section 23600, Article 1 of Chapter 4 of Division 1 of Title 3 of the Government Code.
• City of Palmdale Municipal Code, Chapter 2.28
(Revised August 2024).
EMERGENCY OPERATIONS CENTER (EOC)
LOCATION
The City of Palmdale’s primary EOC is located at 38300
Sierra Highway, Palmdale, CA 93550.
REFERENCES
• Judicial System, Article VI, Sections 1, 4, 5, and 10 of the California Constitution.
• Local Government, Article XI of the California
Constitution.
• Preservation of Local Government, Article 15 of the
California Emergency Services Act.
• Temporary City Seat, Section 23600 of the California
Government Code.
• City of Palmdale Municipal Code, Chapter 2.28
(Revised August 2024).
RESPONSIBILITIES
OPERATIONS SECTION
The Operations Section serves as the primary liaison between the Emergency Operations Center (EOC), field Incident
Commanders, and Departmental Operating Centers (DOCs).
The Operations Section Chief assigned to the EOC is
responsible for receiving and processing incoming situation reports, department status updates, resource requests, and field intelligence. This information is then routed to the appropriate EOC sections, ensuring seamless communication between the EOC, field command, and DOCs.
PLANNING SECTION
The Planning Section is responsible for collecting, evaluating, disseminating, and displaying critical information. This section oversees the planning briefings and prepares
operational period action plans in coordination with other EOC sections. It also collects and processes internal EOC documents and generates advanced planning information,
as needed. Technical specialists assigned to the EOC initially report to the Planning Section.
LOGISTICS SECTION
The Logistics Section provides essential support services, including facilities, personnel, resources, and other logistical needs. This section ensures the availability of necessary materials and services to support the response effort, both internally within the EOC/DOC and in the field.
FINANCE/ADMINISTRATION SECTION
The Finance/Administration Section oversees all financial and administrative functions related to the incident.
Responsibilities include managing compensation, claims, and recovery efforts to ensure accurate documentation and financial accountability.
30 PART 3 SECTION 1: MANAGEMENT SECTION
COMMON RESPONSIBILITIES
INTRODUCTION
The following checklists provide guidance for implementing the Standardized Emergency Management System
(SEMS) within the EOC Management Section. The listed
responsibilities should be considered before reporting to your designated assignment.
RESPONDING
• Receive a briefing from the Incident Commander,
EOC Manager, or Section Chief, including instructions
on ordering resources from Logistics.
• Review your position checklist for your assigned role. • Ensure that the Incident Project Code is included on all paperwork.
• Begin your EOC 214 – Individual Work Log
immediately.
• Be aware of your schedule and any required meetings.
• Review special communication instructions for phones, computers, radios, etc.
CHECKING IN
Report to the EOC located at 38300 Sierra Highway,
Palmdale, CA 93550.
INITIAL BRIEFING
• Obtain an immediate briefing from the Incident
Commander, EOC Manager, or Section Chief.
• Work Materials.
• Gather all necessary materials for your assignment.
• If additional resources are needed, consult the Logistics Section.
• Ensure you understand the proper procedures for
ordering materials.
HEAL TH AND SAFETY
• Conduct all tasks in a manner that prioritizes safety and welfare.
• Report any potential hazards to your Section Chief
immediately.
SUPERVISION
• Organize and brief subordinates, ensuring they
understand their roles.
• Sign all EOC 214 – Individual Work Logs before
releasing staff from your section.
• Ensure all personnel are trained to operate assigned
equipment before use.
• If applicable, provide staff with a briefing on the
Deactivation Plan.
COMMUNICATION
• Know the assigned telephone numbers, cellular contacts, and/or radio frequencies.
• Verify that all communication equipment is functioning properly.
• Follow clear-text communication protocols (avoid using codes) for radio transmissions.
• There will be instructions on how to use the phone in your section’s EOC bin.
DOCUMENTATION
• Complete and submit all required forms and
reports promptly through the chain of command to the
Documentation Unit in the Planning Section.
• Monitor the Planning “P” meeting schedules relevant to your shift.
• Ensure all documentation for the next operational
period’s EOC Action Plan is finalized.
DEACTIVATION
• Review deactivation procedures, including:
• Obtaining the EOC Section Chief’s signature on your
EOC 214 – Individual Work Log (if applicable).
• Submit your EOC 214 to the sign-in unit upon
departure.
• Providing updated contact information upon sign-out.
• Recording the Incident Code on your timesheet before
leaving.
CRITICAL INCIDENT STRESS DEBRIEFING
• Ensure that all staff have access to Critical Incident Stress Debriefing services.
• Inform staff about available Employee Assistance
Programs within the City of Palmdale.
31PART 3 SECTION 2: OPERATIONS SECTION
SECTION 2:
OPERATIONS SECTION
GENERAL PURPOSE
The Operations Section serves as the primary liaison between the EOC and the Department Operations Center (DOC)
and may be directly linked to the field Incident Command Post. The department chief assigned to the EOC Operations Section is responsible for receiving and routing situation reports, department status updates, resource requests, and field intelligence to the appropriate EOC sections. The Operations Section also ensures the dissemination of relevant information to DOCs and field incident command, as needed.
The Operations Section enhances the City of Palmdale’s
emergency response capability by implementing support efforts in alignment with the EOC Action Plan. Key priorities include:
• Protecting life and property.
• Executing the objectives of the EOC Action Plan.
• Providing support for incident response operations.
• Coordinating with other EOC sections.
• Supplying up-to-date incident information to the
Situation Status Unit within the Planning Section.
• Ensuring accurate and culturally relevant public
information dissemination.
• Assisting with rumor control efforts.
OVERVIEW
The primary responsibility of the Operations Section is to support the tactical operations of response elements engaged in the incident. These elements may include:
• Fire/Rescue/Hazardous Materials (Los Angeles County)
• Law Enforcement (Los Angeles County Contract Agency)
• Care and Shelter Unit
• Public Works Branch
• Building and Safety Unit
• Utility Unit
• Transportation Unit
The Operations Section is responsible for the coordination of support elements applied to the incident. Elements can include alerting and warning, evacuation, sheltering and infrastructure protection, to name a few. The Operations Section carries out the objectives of the EOC Action Plan and requests additional resources, as needed.
ALERT AND WARNING AND PUBLIC INFORMATION
The City of Palmdale coordinates with the County of
Los Angeles to ensure whole community comprehensive
communication. Depending on the situation, numerous
forms of alerts and warnings may be required to reach the entire population, including those without hearing, eyesight or speaking a different language. The types of important information to deliver to access and functional needs
populations include:
• Location of shelters and food
• Availability of transportation
• Healthcare locations
Considerations for these specific populations will be
addressed prior to a disaster event and communicated to the affected populations in coordination with the County Office of Emergency Management and other collaborating partners.
Preparations for these specific populations are made in advance and communicated in collaboration with the County Office of Emergency Management and other partners.
CONCEPT OF OPERATIONS
During an incident, the Operations Section will operate under the following frameworks:
• The Standardized Emergency Management System (SEMS).
• Existing City departmental operating guidelines, unless modified by the EOC Director and/or City Council.
Operational periods will typically span 12-hour intervals unless otherwise determined by the EOC Director and
Planning Section Chief.
SECTION ACTIVATION PROCEDURES
The EOC Director has the authority to activate the Operations Section. The Operations Section Chief will determine the need for specialized branches or units based on current and projected requirements. Potential branches and units include:
• Fire/Rescue/Hazardous Materials (Los Angeles County)
• Law Enforcement (Los Angeles County Contract Agency)
• Care and Shelter Unit
• Public Works Branch
• Building and Safety Unit
• Utility Unit
• Transportation Unit
The Operations Section Chief may activate additional units, as necessary.
32 PART 3 SECTION 2: OPERATIONS SECTION
OPERATIONS SECTION CHIEF
The Operations Section Chief, a member of the EOC Director’s general staff, is responsible for coordinating City operations in support of emergency response efforts. Responsibilities include:
• Assessing/Understanding the current situation.
• Forecasting resource needs.
• Ensuring accurate reporting from all Operations
branches.
• Representing Operations branches in Action Planning
and Operations meetings.
• Developing alternative strategies for resource
procurement and management to support incidents.
• Maintaining communication with all EOC sections.
• Confirming information for the Situation Status Unit in the Planning Section timely.
• Ensuring Operations and field personnel understand the ordering procedure.
FIRE/RESCUE/HAZARDOUS MATERIALS BRANCH
The Fire Rescue/Hazardous Material Branch coordinates
personnel, equipment, and resources for fire response, field medical support, search and rescue, and hazardous materials for the incident. It also collaborates with the Incident Commander when Mutual Aid resources are requested.
LAW BRANCH
The Law Branch oversees evacuations, law enforcement
operations, traffic management, security, and access control in affected areas. It also coordinates Mutual Aid resources with the County Sheriff’s Department and assumes coroner duties as needed or requested.
PUBLIC WORKS BRANCH
This Public Works Branch manages and coordinates public works-related functions, including public infrastructure, utilities, and services, assisting with traffic control, search and rescue, water supply, and transportation needs. The branch also assists other functions, such as traffic issues, search and rescue, communications, water and transportation.
TRANSPORTATION UNIT
The Transportation Unit in the Branch coordinates emergency transportation of personnel, equipment, and supplies.
BUILDING AND SAFETY UNIT
The Building and Safety Unit is responsible for assessing all City-owned and private structures damaged in an incident.
If Mutual Aid is required, the Building and Safety unit leader requests resources directly through the state.
UTILITY UNIT
The Utility Unit works with the City of Palmdale’s local energy company to ensure power is provided.
CARE AND SHEL TER UNIT
The Care and Shelter Branch provides support to disaster victims, coordinating with the American Red Cross and
volunteer organizations. In the event that the incident involves the Operational Area, the City will work with the county OEM EOC in providing care and shelter resources. In the event the incident is widespread, and the American Red Cross is unable to assist with care and shelter, the Parks and Recreation Department will assist. The Parks and Recreation Director or designee will work with the Operations Section Chief to find a city facility to serve as an evacuation center for evacuees, then use City vehicles to transport evacuees to the nearest shelter or center.
COMMON RESPONSIBILITIES
INTRODUCTION
The following position checklists are intended to provide guidance for the application of the Standardized Emergency Management System (SEMS) for the Emergency Operations
Center (EOC) Management section.
Common Responsibilities are those that are to be considered before arriving at your designated location.
RESPONDING
• Receive a briefing from the Incident Commander,
EOC Manager, or Section Chief, including instructions
on ordering resources from Logistics.
• Review your position checklist for your assigned role. • Ensure that the Incident Project Code is included on all paperwork.
• Begin your EOC 214 – Individual Work Log
immediately.
• Be aware of your schedule and any required meetings.
• Review special communication instructions for phones, computers, radios, etc.
CHECKING IN
Determine the location where you will be assigned. Your check- in location can be at one of the following locations:
• Primary EOC – 38300 Sierra Hwy, #A – City Hall.
• Secondary EOC – 391 10 3rd St. East – Maintenance Yard. • DOC Departmental Operating Centers:
• Public Works DOC – 391 10 3rd St. East – Maintenance
Yard.
• Incident Command Post (ICP).
INITIAL BRIEFING
Obtain an immediate briefing from the Incident
Commander, EOC Manager, or Section Chief.
33PART 3 SECTION 2: OPERATIONS SECTION
WORK MATERIALS
• Gather all necessary materials for your assignment.
• If additional resources are needed, consult the Logistics Section.
• Ensure you understand the proper procedures for
ordering materials.
HEAL TH AND SAFETY
• Conduct all tasks in a manner that prioritizes safety and welfare.
• Report any potential hazards to your Section Chief
immediately.
SUPERVISION
• Organize and brief subordinates, ensuring they
understand their roles.
• Sign all EOC 214 – Individual Work Logs before
releasing staff from your section.
• Ensure all personnel are trained to operate assigned
equipment before use.
• If applicable, provide staff with a briefing on the
Deactivation Plan.
COMMUNICATION
• Know the assigned telephone numbers, cellular contacts, and/or radio frequencies.
• Verify that all communication equipment is functioning properly.
• Follow clear-text communication protocols (avoid using codes) for radio transmissions.
• There will be instructions on how to use the phone in your section’s EOC bin.
DOCUMENTATION
• Complete and submit all required forms and
reports promptly through the chain of command to the
Documentation Unit in the Planning Section.
• Monitor the Planning “P” meeting schedules relevant to your shift.
• Ensure all documentation for the next operational
period’s EOC Action Plan is finalized.
DEACTIVATION
• Review deactivation procedures, including:
o Obtain the EOC Section Chief’s signature on your
EOC 214 – Individual Work Log (if applicable).
o Submit your EOC 214 to the sign-in unit upon
departure.
o Provide updated contact information upon sign-out.
o Record the Incident Code on your timesheet before
leaving.
CRITICAL INCIDENT STRESS DEBRIEFING
• Ensure that all staff have access to Critical Incident Stress Debriefing services.
• Inform staff about available Employee Assistance
Programs within the City of Palmdale.
More specific sectional position checklists begin on the following pages.
POPULATION CONSIDERATIONS
In addition to the various types of AFN populations,
each disability or access and functional need may require additional steps for alert and warning, evacuation and care, and shelter operations. The list below identifies some access and practical need issues and the corresponding other steps that may need to be taken during disaster operations.
CARE AND SHEL TER
Shelters should be individually evaluated for AFN
compliance. The City of Palmdale is responsible for
sheltering. However, the City will collaborate with the County Department of Social Services and American Red
Cross (ARC) for care and shelter functions within the City and will assist in completing the required shelter surveys to determine their respective AFN compliance.
In the City of Palmdale, not all shelters are suitable for AFN populations. Each shelter will be surveyed before use at the discretion of the Logistics section and Facility unit within the EOC. Care and shelter units will work with the facilities unit to identify pet-friendly shelter locations in compliance with California AB 781.
The specifications of the identified facilities during an emergency operation will be communicated to the OA and
AFN representative within the City’s EOC. Note: This does not include considerations for the medically fragile population. 34 PART 3 SECTION 2: OPERATIONS SECTION
OTHER ACCESS AND FUNCTIONAL NEEDS
ADDITIONAL CONSIDERATIONS AND STEPS
PLANNING ASSUMPTIONS
The City of Palmdale Division of Emergency Services (OES) is the primary agency responsible for integrating Access and Functional Needs (AFN) considerations into the City of Palmdale Emergency Operations Plan (EOP). This effort is supported by local community organizations to ensure inclusivity and accessibility in emergency planning.
During a disaster, the AFN Liaison will coordinate resources and response efforts within the City Emergency Operations Center (EOC) to address the needs of individuals requiring additional assistance. The AFN evacuee population may
need support in key areas, such as alert and warning systems, transportation and evacuation, and care and sheltering.
Due to limited local resources, the City will collaborate with the County Public Health Department, the Disability Community Resource Center, and other partners to provide interpreters, healthcare personnel, and housing managers to assist affected community members.
Local healthcare organizations will play a vital role in AFN services, working in coordination with the Operational
Area. Strong collaboration and partnerships with functional needs stakeholders, including community-based, faith-
based, and non-profit organizations, will enhance the
community’s capacity for preparedness, response, recovery, and mitigation efforts.
Some individuals with functional needs may be evacuated without or become separated from essential durable medical supplies and specialized equipment (e.g., wheelchairs, walkers, telephones). To ensure their well-being, emergency managers and shelter providers must make every reasonable effort to provide or facilitate access to these critical resources.
In planning for emergencies, all these individual differences make it essential for every household and everyone to consider what they need in their plans and supplies. A few examples of considerations for tailoring plans and supplies include:
• Households with children should understand the
school’s plan for where the children will stay safe if
adults in the household need to shelter in other
locations until the immediate hazard is over.
• Individuals who are deaf or hard of hearing should
ensure they can receive emergency alerts and warnings
in an accessible form.
• Individuals who require accessible transportation
should work with their local paratransit and disability service providers to make an emergency plan.
• People who speak languages other than English may
need to identify sources of alerts, warnings and
information about community plans in other languages.
• People without vehicles should know local plans
for public transportation and may need to arrange
transportation from local governments, organizations or others.
• Households with infants should plan for food and
supplies for infants and nursing mothers.
• People with dietary needs should have an adequate
emergency food supply to meet their needs.
o People who take medications should maintain an
adequate supply and copies of their prescriptions.
o People with service animals should work with local
emergency management to ensure that their service
animal will be admitted to shelters during
emergencies (as required by law) and ensure their
emergency kit supplies include food and other items
for their service animal.
o People who require power for medical or other
assistive devices should consider how they will
maintain the use of these devices if there is a loss of control. Keep extra batteries for small devices (for
example, hearing aids and cell phones) and consider
obtaining and learning how to use a generator for
home use and carrying a charger when away from
home, especially when loss of power may jeopardize
health or safety.
35PART 3 SECTION 3: PLANNING/INTELIGENCE SECTION
SECTION 3:
PLANNING/INTELLIGENCE
SECTION
GENERAL PURPOSE
The Planning Section gathers and analyzes information
from various sources, including all activated Departmental Operations Centers (DOCs). It verifies and updates internal Emergency Operations Center (EOC) information and
displays. The Section is responsible for overseeing planning meetings and preparing the EOC Action Plan for each
operational period. Additionally, it collects and processes EOC documentation and prepares advanced planning information as needed. Technical specialists assigned to the EOC will initially be part of the Planning Section. The Planning Section also develops the EOC Deactivation Plan. The Planning
Section Chief reports directly to the EOC Director.
OVERVIEW
The primary responsibilities of the Planning Section include collecting, evaluating, displaying, and disseminating
incident information and resource status. It serves as the primary support for decision-making within the emergency organization and provides anticipatory appraisals,
assessments and action plans to adapt to changing field events, including developing a Deactivation Plan upon EOC activation.
OBJECTIVES
The Planning Section ensures that safety/damage assessment information is compiled, assembled and reported in an
expeditious manner to the various EOC sections and the
County. The Planning Section is also responsible for the detailed recording (Documentation Unit) of the entire
response effort and the preservation of these records during and following the disaster.
The Planning Section will accomplish the following specific objectives during an incident:
• Provide support to all sections.
• Collect initial situational and safety/damage assessment information.
• Display situational and operational status information in the EOC using maps and visual aids.
• Disseminate confirmed information to the EOC
Director, EOC Manager, Public Information Officer,
General Staff, and the County Emergency Operations
Center.
• Prepare summary safety/damage assessment reports
for dissemination to EOC sections, City departments,
and the County EOC, serving as the Operational Area
(OA) and Regional Operations Center, as part of the
Initial Damage Assessment (IDA).
• Ensure accurate incident recording and documentation. • Prepare the City’s EOC Action Plan for each operational period.
• Assist the EOC Manager with documentation for the
City’s After-Action/Improvement Plan Report.
• Maintain accurate documentation of all actions taken to preserve records for recovery efforts.
• Develop the Deactivation Plan for inclusion in the EOC Operational Period Action Plans.
• Lead Action Planning meetings and After-Action briefings.
CONCEPT OF OPERATIONS
The Planning Section will operate under the following policies:
• Adherence to the Standardized Emergency Management
System (SEMS).
• Compliance with existing City and departmental
operating procedures unless modified by the City
Council or EOC Director.
• All on-duty personnel must remain on duty until
properly relieved.
• Operational periods will be 12 hours, changing at 0600 (6:00 a.m.) and 1800 (6:00 p.m.), and will be event-driven.
SECTION ACTIVATION PROCEDURES
The EOC Director is authorized to activate the Planning Section. The Planning Section Chief is responsible for staff call-back for section branches and units.
INITIAL EOC ACTION PLAN
The Emergency Operations Center (EOC) action planning
process is an essential tool used in managing major
emergencies. The EOC action planning process is key to
ensuring that the entire organization is focused and acting as a unified, coordinated body. There must be a clear
understanding of the objectives, time frame (operational period), EOC Sections and individual branch/unit leaders are tasked to complete the overall organizational objectives and priorities.
Under the Incident Command System (ICS), the term
Incident Action Plan (IAP) is the norm in the field. However, in the City of Palmdale, the term EOC Action Plan (EAP) is utilized at the EOC level. EAPs and IAPs provide a coherent means of communicating the overall incident objectives in the contexts of both operational and support activities. It is important to note that in the initial activation of the EOC, an Initial EOC Action Plan (IEAP) will be developed with the Management Section and General Section Chief.
36 PART 3 SECTION 3: PLANNING/INTELIGENCE SECTION
IMPORTANCE OF WRITTEN EOC ACTION
PLANS (EAPS)
Written EAPs provide critical information, including but not limited to:
• A mission statement.
• A clear statement of objectives and actions.
• A basis for measuring work and cost-effectiveness.
• A framework for tracking progress and accountability. • Documentation of planned event flow.
OPERATIONAL PERIODS
Operational periods, generally set at 12 hours in the City of Palmdale, depend on factors, such as:
• Time required to achieve objectives.
• Availability of fresh resources.
• Future resource needs.
• Environmental conditions (e.g., light, weather).
• Safety considerations.
Most jurisdictions strive to adjust to 12-hour operational periods once the first operational period is completed. If possible, the first operational period should extend through essential life safety issues. The 12-hour operational periods should also conform to day or night operations (i.e., 6 a.m. to 6 p.m. and from 6 p.m. to 6 a.m.). Operational periods will be at the discretion of the EOC Director and Planning Section Chief.
MANAGEMENT BY OBJECTIVES
Management by objectives represents an approach that is communicated throughout the entire organization.
• This approach includes:
• Establishing overarching objectives.
• Developing and issuing assignments, plans, and
protocols.
• Setting specific, measurable objectives for incident
management.
• Documenting performance and facilitating corrective
actions.
OBJECTIVES THAT ARE MEASURABLE
EOC Action Plans identify measurable objectives. Measurable objectives ensure the fulfillment of incident management and support goals. Overarching objectives are set by the Management Section and communicated to all EOC
members.
ESSENTIAL ELEMENTS IN THE WRITTEN
EOC ACTION PLAN
For an Action Plan to be effective, it must include the essential elements listed below:
• List of Objectives – Statement of expected
achievement(s). Objectives must be attainable,
measurable and flexible. This information is listed
on the Section Objectives form for each EOC section.
The information is then incorporated into the EOC
Action Plan.
• Organization – Elements of the EOC sections that will be active and in place for the next operational period.
This information is listed by staff name and a section on the EOC Action Plan in the Organization Chart.
• Supporting Material – Includes maps, weather
information, special information, the communications
plan, medical plan and any other special data. A copy of the EOC Action Plan will then be distributed
throughout the organization.
RESPONSIBILITIES FOR ACTION PLANNING
The Planning Section Chief is responsible for scheduling and leading the Action Planning meeting whenever the EOC is activated, and follow-on shifts are required. The EOC Action Plan is developed by the Planning Section, agreed upon by the Management and General Section Chiefs, and
then approved by the EOC Director. All Section Chiefs
will direct the actual implementation of the EOC Action Plan. The Planning Section Chief has the responsibility for providing an appropriate number of copies of the draft and final EOC Action Plan for distribution. The EOC Manager will be responsible for distributing the EOC Action Plan to outside organizations involved in the incident, including the County’s Office of Emergency Management.
AFTER-ACTION/IMPROVEMENT PLAN
An After-Action/Improvement Plan (AAR/IP) is made available to all interested public safety and emergency management organizations and serves the following important functions:
• A record of response activities.
• An identification of challenges and successes during
operations.
• A description and plan of action for implementing
improvements.
An After-Action Plan emphasizes the improvement of
emergency management operations/support at all levels. The AAR/IP provides a vehicle not only for documenting system improvements but can also, if desired, provide a work plan for how these improvements can be implemented and the
staff/department responsible.
37PART 3 SECTION 3: PLANNING/INTELIGENCE SECTION
It is useful to coordinate the After-Action/Improvement Plan process when multiple agencies/jurisdictions are involved in the same emergency. Jurisdictions are encouraged to work together in the development of the AAR/IP when appropriate and
feasible. For example, the County, as the Operational Area, may take the lead in coordinating the development of an AAR/IP that involves several jurisdictions. If appropriate, jurisdictional reports may become part of an overall county AAR/IP.
Note that California Procedures and Regulations-Section 2450 (a) of the SEMS Regulations states that, “Any city, city and county, or county declaring a local emergency for which the governor proclaims a state of emergency, and any state agency responding to that emergency shall complete and
transmit an after-action report to the Governor’s Office of Emergency Services within ninety (90) days of the close of the incident period as specified in the California Code of Regulations, section 2900(q).
COMMON RESPONSIBILITIES
The following position checklists are intended to provide guidance for the application of the Standardized Emergency Management System (SEMS) for the EOC Planning Section.
Common Responsibilities are those that are to be considered before arriving at your designated location.
RESPONDING
Receive a briefing from the Incident Commander, EOC
Manager, or Section Chief, including instructions on
ordering resources from Logistics.
• Review your position checklist for your assigned role. • Ensure that the Incident Project Code is included on all paperwork.
• Begin your EOC 214 – Individual Work Log
immediately.
• Be aware of your schedule and any required meetings.
• Review special communication instructions for phones, computers, radios, etc.
CHECKING IN
Determine the location where you will be assigned. Your check- in location can be at one of the following locations:
• Primary EOC – 38300 Sierra Hwy, #A – City Hall.
• Secondary EOC – 391 10 3rd St. East – Maintenance Yard. • DOC Departmental Operating Centers:
o Public Works DOC – 391 10 3rd St. East –
Maintenance Yard.
o Incident Command Post (ICP).
INITIAL BRIEFING
• Obtain an immediate briefing from the Incident
Commander, EOC Manager, or Section Chief.
WORK MATERIALS
• Gather all necessary materials for your assignment.
• If additional resources are needed, consult the Logistics Section.
• Ensure you understand the proper procedures for
ordering materials.
HEAL TH AND SAFETY
• Conduct all tasks in a manner that prioritizes safety and welfare.
• Report any potential hazards to your Section Chief
immediately.
SUPERVISION
• Organize and brief subordinates, ensuring they
understand their roles.
• Sign all EOC 214 – Individual Work Logs before
releasing staff from your section.
• Ensure all personnel are trained to operate assigned
equipment before use.
• If applicable, provide staff with a briefing on the
Deactivation Plan.
COMMUNICATION
• Know the assigned telephone numbers, cellular contacts, and/or radio frequencies.
• Verify that all communication equipment is functioning properly.
• Follow clear-text communication protocols (avoid using codes) for radio transmissions.
• There will be instructions on how to use the phone in your section’s EOC bin.
DOCUMENTATION
• Complete and submit all required forms and
reports promptly through the chain of command to the
Documentation Unit in the Planning Section.
• Monitor the Planning “P” meeting schedules relevant to your shift.
• Ensure all documentation for the next operational
period’s EOC Action Plan is finalized.
DEACTIVATION
• Review deactivation procedures, including:
o Obtain the EOC Section Chief’s signature on your
EOC 214 – Individual Work Log (if applicable).
o Submit your EOC 214 to the sign-in unit upon
departure.
o Provide updated contact information upon sign-out.
o Record the Incident Code on your timesheet before
leaving.
38 PART 3 SECTION 3: PLANNING/INTELIGENCE SECTION
CRITICAL INCIDENT STRESS DEBRIEFING
• Ensure that all staff have access to Critical Incident Stress Debriefing services.
• Inform staff about available Employee Assistance
Programs within the City of Palmdale.
PLANNING SECTION CHIEF
The Planning Section Chief is a member of the EOC
Director’s general staff and is responsible for the Initial Action Planning meeting. The Planning Section Chief
has management responsibility for all planning activities relating to response, deactivation, and recovery operations.
The Planning Section Chief assists the EOC Director in the development of the EOC Action Plan.
The Planning Section Chief will determine, based on present and projected requirements, the need to establish specific and/or specialized branches/groups/units. The following may be established as the need arises:
• Situation Status Unit
• GIS Unit
• Documentation Unit
• Advanced Planning Unit
• Resource Management Unit
The Planning Section Chief may activate additional branches/ groups/units as necessary to fulfill an expanded role.
SITUATION STATUS UNIT
The Situation Status Unit is responsible for collecting, confirming, validating and organizing all incident status and situation information. The Unit is also responsible for the evaluation, analysis and display of information for use by EOC staff.
GEOGRAPHIC INFORMATION SYSTEMS (GIS) UNIT
The Geographic Information Systems (GIS) Unit plays a
critical role in supporting decision-making and situational awareness during an emergency or disaster response.
DOCUMENTATION UNIT
The Documentation Unit is responsible for initiating and coordinating the preparation of the City’s EOC Action Plans and After-Action Reports, maintaining accurate and complete incident files, establishing and providing copying services to the EOC personnel and preserving incident files for legal, analytical and historical purposes. The Documentation Unit also serves as the scribe for the Planning Section Chief for all Action Planning and Operations meetings, as appropriate.
ADVANCED PLANNING UNIT
The Advanced Planning Unit is responsible for developing reports and recommendations for future time periods and for preparing reports and briefings for use in strategy and/ or planning meetings. The Advanced Planning Unit will
also work with EOC Sections to determine staffing levels for sustained operations and reports to the Planning Section Chief and EOC Director. This unit makes recommendations for Mutual Aid for EOC staff and resources as appropriate.
RESOURCE MANAGEMENT UNIT
The Resources Management Unit is responsible for
maintaining detailed tracking records of resource allocation and uses (i.e., resources already in place, resources requested but not yet on the scene, and estimates of future resource needs), for maintaining logs and invoices to support the documentation process and for resource information
displays in the EOC. The unit cooperates closely with:
• Operations Section to determine resources currently in place and needed.
• Planning Section to provide resource information to the EOC Action Plan.
• Finance Section supporting reimbursement tracking.
TECHNICAL SPECIALISTS
Technical Specialists are subject matter experts with special skills needed to support a function not addressed elsewhere or by any other discipline. A technical specialist (who may or may not be an employee of the City) may report to the Planning Section Chief and will function within an existing unit, such as the Situation Status Unit, form a separate unit if required, or be reassigned to other parts of the organization (e.g., Operations, Logistics or Finance/Administration). This is an as-needed position.
39PART 3 SECTION 4: LOGISTICS SECTION
SECTION 4:
LOGISTICS SECTION
GENERAL PURPOSE
The purpose of this document is to enhance the City of
Palmdale’s emergency response capability by establishing logistical protocols for managing personnel and equipment in support of field operations. If an Incident Management Team (IMT) is dispatched, equipment and supplies for fire incidents will be ordered through the IMT Logistics Section.
The priorities of response are to:
• Protect life and property.
• Provide operational and logistical support to emergency response personnel while optimizing resource utilization. • Support other sections of the City’s emergency response team.
• Support the restoration of essential services and systems.
OVERVIEW
The EOC Director has the authority and responsibility to direct all EOC activity. The EOC Director may delegate
authority to perform logistical functions. Logistics Section positions will vary depending on the objectives for the operational period. The positions listed are the more
common Logistics Section positions. Note: some of these positions may be activated at a single staff level or as a unit, group, or branch level, depending upon the level of activation, the work to be accomplished, and the number of personnel needed.
The Logistics Section’s primary responsibility is to ensure the acquisition and mobilization of resources to support the response effort at the disaster site(s). This Section provides all necessary personnel, supplies and equipment procurement support. Methods for obtaining and using
facilities, equipment, supplies, services, and other resources to support emergency response at all operational sites during emergency/disaster conditions will be the same as those used during normal operations unless authorized by the EOC
Director or emergency orders of the City Council.
OBJECTIVES
The Logistics Section ensures that all operational sections receive necessary support throughout an incident. All
personnel, equipment, supplies, or services required by other sections will be procured through the Logistics Section.
The Logistics Section will accomplish the following specific objectives during an incident:
• Collect information from other sections to assess needs and prepare for expected operations.
• Coordinate logistical support with the EOC Director.
• Prepare reports detailing Logistics Section activities. • Determine and plan for the City’s immediate
and long-term logistical support needs, particularly in communications.
• Maintain accurate documentation of all actions taken
and items procured to ensure compliance with State and
FEMA reimbursement requirements.
• Track all deployed and deactivated resources.
• Assist the Deactivation Unit with the Deactivation Plan.
CONCEPT OF OPERATIONS
The Logistics Section will operate under the following policies during an incident:
• Adherence to the Standardized Emergency Management
System (SEMS).
• Compliance with Logistics Departmental Operating
Center procedures unless modified by the EOC Director.
• Operational periods will be 12 hours during disaster
response, with shifts determined by event conditions.
• Requests for resources beyond the City’s capability will follow the chain from the County’s Office of Emergency
Services to the State Regional Operation Center and
finally to the State Operation Center.
• Mutual Aid requests will be submitted through the
appropriate channels.
SECTION ACTIVATION PROCEDURES
The EOC Director is authorized to activate the Logistics Section.
COMMON RESPONSIBILITIES
INTRODUCTION
The following position checklists are intended to provide guidance for the application of the Standardized Emergency Management System (SEMS) for the Emergency Operations
Center (EOC) Logistics Section.
Common Responsibilities are those that are to be considered before arriving at your designated location.
RESPONDING
• Receive a briefing from the Incident Commander,
EOC Manager, or Section Chief, including instructions
on ordering resources from Logistics.
• Review your position checklist for your assigned role. • Ensure that the Incident Project Code is included on all paperwork.
• Begin your EOC 214 – Individual Work Log immediately. • Be aware of your schedule and any required meetings.
• Review special communication instructions for phones, computers, radios, etc.
40 PART 3 SECTION 4: LOGISTICS SECTION
CHECKING IN
Determine the location where you will be assigned. Your check- in location can be at one of the following locations:
• Primary EOC – 38300 Sierra Hwy, #A – City Hall.
• Secondary EOC – 391 10 3rd St. East – Maintenance Yard. • DOC Departmental Operating Centers:
o Public Works DOC – 391 10 3rd St. East –
Maintenance Yard.
o Incident Command Post (ICP).
INITIAL BRIEFING
Obtain an immediate briefing from the Incident
Commander, EOC Manager, or Section Chief.
WORK MATERIALS
• Gather all necessary materials for your assignment.
• If additional resources are needed, consult the Logistics Section.
• Ensure you understand the proper procedures for
ordering materials.
HEAL TH AND SAFETY
• Conduct all tasks in a manner that prioritizes safety and welfare.
• Report any potential hazards to your Section Chief
immediately.
SUPERVISION
• Organize and brief subordinates, ensuring they
understand their roles.
• Sign all EOC 214 – Individual Work Logs before
releasing staff from your section.
• Ensure all personnel are trained to operate assigned
equipment before use.
• If applicable, provide staff with a briefing on the
Deactivation Plan.
COMMUNICATION
• Know the assigned telephone numbers, cellular contacts, and/or radio frequencies.
• Verify that all communication equipment is functioning properly.
• Follow clear-text communication protocols (avoid using codes) for radio transmissions.
• There will be instructions on how to use the phone in your section’s EOC bin.
DOCUMENTATION
• Complete and submit all required forms and
reports promptly through the chain of command to the
Documentation Unit in the Planning Section.
• Monitor the Planning “P” meeting schedules relevant to your shift.
• Ensure all documentation for the next operational
period’s EOC Action Plan is finalized.
DEACTIVATION
• Review deactivation procedures, including:
o Obtain the EOC Section Chief’s signature on your
EOC 214 – Individual Work Log (if applicable).
o Submit your EOC 214 to the sign-in unit upon
departure.
o Provide updated contact information upon sign-out.
o Record the Incident Code on your timesheet before
leaving.
CRITICAL INCIDENT STRESS DEBRIEFING
• Ensure that all staff have access to Critical Incident Stress Debriefing services.
• Inform staff about available Employee Assistance
Programs within the City of Palmdale
LOGISTICS SECTION CHIEF
The Logistics Section Chief, a member of the EOC Director’s general staff, is responsible for providing all support requirements needed to sustain emergency operations,
including facilities, transportation, communications,
supplies, equipment maintenance, and personnel support.
This role ensures that all resources are acquired, mobilized, and tracked efficiently and that responders have the tools and services they need to operate effectively.
The Logistics Section Chief will determine, based on present and projected requirements, the need for establishing specific and/or specialized units. The following will be established as the need arises:
• Facilities/Staging Area Unit
• IT/Communication Unit
• Personnel Unit
• Volunteer/Donation Management
• Supply/Procurement Unit
• Food and Water Unit
41PART 3 SECTION 4: LOGISTICS SECTION
FACILITIES/ STAGING AREA UNIT
The Facilities/Staging Area Unit is responsible for ensuring that adequate facilities are provided for the response
efforts, including securing access to facilities and providing furniture, supplies and materials necessary. This also
includes, if appropriate, working with the Care & Shelter Unit if evacuation sheltering or center is needed. This Staging Area Unit works with fire and law enforcement to establish, coordinate, and manage staging areas for emergency
response operations.
IT/COMMUNICATION UNIT
The IT/Communications Unit is responsible for managing
all radio, data, information systems and telephone needs of the City, EOC and all activated DOCs and/or Incident Command Posts if requested.
PERSONNEL UNIT
Personnel Unit: Manages non-fire and non-law enforcement Mutual Aid personnel requests, records and documents
registered volunteers, and handles City staff and EOC
personnel issues, as well as oversees volunteer and donation management.
Volunteer and Donation Unit reports to Personnel Unit and is responsible for coordinating the receipt, management, and distribution of donated goods and services, as well as organizing and registering volunteers and deploying volunteers to support emergency response and recovery operations as requested by first responders or affiliated agencies.
SUPPL Y /PROCUREMENT UNIT
The Supply/Procurement Unit is responsible for obtaining equipment and supplies to support emergency operations
and arranging for delivery of those resources and for
administering all financial matters pertaining to purchases, vendor contracts, leases, fiscal agreements and tracking expenditures. The Unit is also responsible for identifying sources of equipment, preparing and signing equipment
rental agreements, and processing all administrative
paperwork associated with equipment rental and supply
contracts, including incoming and outgoing Mutual Aid
resources.
FOOD AND WATER UNIT
The Food and Water Unit is responsible for ensuring the provision, procurement, and distribution of food, water, and related supplies to support personnel, emergency responders, and displaced populations during an incident.
42 PART 3 SECTION 5: FINANCE/ADMINISTRATION SECTION SECTION 5:
FINANCE/ADMINISTRATION
SECTION
GENERAL PURPOSE
The purpose of this section is to enhance the City of
Palmdale’s capability to respond effectively to emergencies by providing financial support and coordination to the EOC.
It also ensures the recovery of costs as permitted by federal and state laws.
The priorities of this section are to:
• Protect life and property.
• Ensure financial continuity for the City.
• Cooperate with other emergency response team sections. • Document all costs for recovery.
• Develop a plan to capture all reimbursable costs related to the incident.
• Maintain a positive image for the City in its interactions with the community.
Finance/Administrative positions will vary depending upon the need of the EOC Director for support. Note that in
the EOC, the Finance Section Chief and Sign-In unit will be activated at a Level 2 or Level 3 EOC activation. Other units will be activated depending on the objectives to be accomplished.
OVERVIEW
The primary responsibility of the Finance/Administration Section is to maintain, to the greatest extent possible, the financial systems necessary for City operations during an incident.
These systems include:
• Timekeeping/Sign-In
• Cost and Recovery Unit
• Compensation & Claims
The Section also supervises vendor contract negotiations and administration. The extent of section mobilization depends on the severity of the incident. In minor emergencies, only parts of the Section will activate, while widespread disasters may require full mobilization.
OBJECTIVES
The Finance/Administration Section acts in a support role in all incidents to ensure that all required records are preserved for future use with the state and FEMA filing requirements through the maintenance of proper and accurate
documentation of all actions. To carry out its responsibilities, the Finance/Administration Section will accomplish the
following objectives during an incident:
For all incidents:
• Notify the other EOC Sections and City departments
of the Disaster. The Accounting System is to be used for the incident.
• Determine the extent to which the computer systems are accessible and/or usable.
• Determine if the City’s bank can continue handling
financial transactions.
• Maintain, as best as possible, the financial continuity of the City (payroll, payments and revenue collection).
• Upon declaration of a disaster by the City or County, coordinate with state and/or federal disaster agencies to initiate the cost recovery process.
• Coordinate with the other sections and departments in the collection and documentation of costs pertaining to the incident.
• Coordinate with the disaster assistance agencies for
the required inspections, documentation, audits and
other necessary work to recover costs.
• Attend all state and/or federal disaster recovery briefings.
For incidents where computer and banking systems remain accessible and operational:
• Inform the other EOC Sections and departments that
the payroll and payments processing will be handled
on a “business-as-usual” basis, except that the Disaster Accounting System will be used for incident-related costs. • Continue with objectives.
For incidents where the City’s computer systems and/or
banking systems are either inaccessible or unusable for a short period of time (i.e., less than one week):
• Inform the other EOC sections and departments that
payroll and payments will be on hold for a short time
and that processing will continue on a normal basis as
of a specified date.
• Continue with objectives.
For incidents where the City’s computer and/or bank systems are either inaccessible or unusable for an extended period of time (i.e., one week or more):
• Inform the other EOC Management section/Policy
Group that disaster accounting procedures will be
necessary for the next payroll and all critical payments. • Activate other Finance/Administration section units as necessary.
• Continue with objectives.
43PART 3 SECTION 5: FINANCE/ADMINISTRATION SECTION
CONCEPT OF OPERATIONS
The Finance/Administration Section will operate under the following policies during an incident as the situation dictates:
• Adherence to the Standardized Emergency Management
System (SEMS).
• Compliance with existing City fiscal procedures unless modified by the City Council or EOC Director.
• For incidents that leave the accounting systems
accessible and usable, normal working hours will be
retained for all but the Cost Recovery Documentation
unit. This unit will function on the schedule determined necessary to perform its objectives.
• For incidents that render the accounting systems either inaccessible or unusable for any period of time,
appropriate personnel in the activated units will be
scheduled to work on an operational period basis to be
determined by the Finance/Administration Section Chief.
SECTION ACTIVATION PROCEDURES
AUTHORIZATION
The EOC Director or designee is responsible for activating the Finance/Administration Section.
WHEN TO ACTIVATE
The Finance/Administration Section will be activated during any EOC activation. The Finance/Administration Section’s Cost Recovery Documentation unit may continue to function when the EOC has been deactivated.
In all cases, the Cost Recovery Documentation unit will be activated. Other units will be activated only as conditions necessitate. Invariably, these other conditions will mean that the EOC will also be activated.
The Finance/Administration Section Chief will activate the various units of the Finance/Administration Section as the incident situation develops.
All Units will be notified when there is a warning of an impending or developing incident.
In the event of a major, widespread incident that disrupts normal communication channels, all Units in the Finance/ Administration Section are to assume activation and are to report to their assigned emergency location.
COMMON RESPONSIBILITIES
The following position checklists are intended to provide guidance for the application of the Standardized Emergency Management System (SEMS) for the Emergency Operations
Center (EOC) Finance/Administration Section.
Common Responsibilities are those that are to be considered before arriving at your designated location.
RESPONDING
• Receive a briefing from the Incident Commander,
EOC Manager, or Section Chief, including instructions
on ordering resources from Logistics.
• Review your position checklist for your assigned role. • Ensure that the Incident Project Code is included on all paperwork.
• Begin your EOC 214 – Individual Work Log immediately. • Be aware of your schedule and any required meetings.
• Review special communication instructions for phones, computers, radios, etc.
44 PART 3 SECTION 5: FINANCE/ADMINISTRATION SECTION
CHECKING IN
Determine the location where you will be assigned. Your check- in location can be at one of the following locations:
• Primary EOC – 38300 Sierra Hwy, #A – City Hall.
• Secondary EOC – 391 10 3rd St. East – Maintenance Yard. • DOC Departmental Operating Centers:
o Public Works DOC – 391 10 3rd St. East –
Maintenance Yard.
o Incident Command Post (ICP).
INITIAL BRIEFING
• Obtain an immediate briefing from the Incident
Commander, EOC Manager, or Section Chief.
WORK MATERIALS
• Gather all necessary materials for your assignment.
• If additional resources are needed, consult the Logistics Section.
• Ensure you understand the proper procedures for
ordering materials.
HEAL TH AND SAFETY
• Conduct all tasks in a manner that prioritizes safety and welfare.
• Report any potential hazards to your Section Chief
immediately.
SUPERVISION
• Organize and brief subordinates, ensuring they
understand their roles.
• Sign all EOC 214 – Individual Work Logs before
releasing staff from your section.
• Ensure all personnel are trained to operate assigned
equipment before use.
• If applicable, provide staff with a briefing on the
Deactivation Plan.
COMMUNICATION
• Know the assigned telephone numbers, cellular contacts, and/or radio frequencies.
• Verify that all communication equipment is functioning properly.
• Follow clear-text communication protocols (avoid using codes) for radio transmissions.
• There will be instructions on how to use the phone in your section’s EOC bin.
DOCUMENTATION
• Complete and submit all required forms and
reports promptly through the chain of command to the
Documentation Unit in the Planning Section.
• Monitor the Planning “P” meeting schedules relevant to your shift.
• Ensure all documentation for the next operational
period’s EOC Action Plan is finalized.
45PART 3 SECTION 5: FINANCE/ADMINISTRATION SECTION
DEACTIVATION
• Review deactivation procedures, including:
o Obtain the EOC Section Chief’s signature on your
EOC 214 – Individual Work Log (if applicable).
o Submit your EOC 214 to the sign-in unit upon
departure.
o Provide updated contact information upon sign-out.
o Record the Incident Code on your timesheet before
leaving.
CRITICAL INCIDENT STRESS DEBRIEFING
• Ensure that all staff have access to Critical Incident Stress Debriefing services.
• Inform staff about available Employee Assistance
Programs within the City of Palmdale.
The Finance/Administration Section Chief determines the need for specialized units based on incident requirements. In certain functional areas, such as procurement, a functional unit need not be established if only one person works in the unit. In that case, the normal procurement officer would be assigned rather than designated a unit. As part of the Finance/Administrative Section, the Sign-In Unit will always be activated at a Level 2 or Level 3 EOC activation.
The following will be established as the need arises:
• Cost Recovery /Analysis Documentation Unit
• Timekeeping/Sign-In Unit
• Compensation/Claims Unit
The Finance/Administration Section Chief may activate
additional Units as needed to support an expanded role in emergency response and recovery.
FINANCE/ADMINISTRATION SECTION CHIEF
The Finance/Administration Section Chief is a member of the EOC general staff and is responsible for all financial, administrative and cost analysis aspects of the emergency.
It also supports the response and recovery phases for the disaster/emergency. This includes ensuring that the payroll and revenue collection process continues and that all
reimbursable costs are captured.
COST RECOVERY /ANAL YSIS DOCUMENTATION UNIT
The Cost Recovery/Analysis Documentation Unit should
be activated at the onset of any incident and is responsible for executing procedures to capture and document costs
relating to the disaster/emergency, maintaining the
accounting system, liaising with the disaster assistance agencies, coordinating the recovery of costs as allowed by law and maintaining accurate and timely documentation in support of financial recovery. The Unit is also responsible for providing cost analysis data for the incident to help the planning and recovery efforts. The Unit must ensure that all pieces of equipment and personnel that require payments are properly identified; obtain and record all cost data; analyze and prepare estimates of incident costs; and maintain accurate records of incident costs. As recovery proceeds, the Unit will keep the EOC Director aware of the total cost of the incident.
TIME KEEPING UNIT
The Time Keeping Unit is responsible for working with
all department liaisons and divisions to ensure field units track hours, mileage and equipment used by personnel
and volunteers; preparing daily personnel time recording documents; ensuring compliance with any applicable
agency time policies; ensuring that time and equipment
records identify the scope and location of work in a manner consistent with initial damage and safety assessment records and collecting and processing applicable time records.
The Time Unit also manages the Sign-In Unit within the EOC.
Sign-In is responsible for:
• Distributing and collecting of all AP-214 Individual
Work Logs from each EOC section staff. All EOC-214
forms should have the EOC staff member and EOC
Section Chief’s signature on them before acceptance.
• Ensuring that all incoming staff, visitors and volunteers sign the appropriate sheets.
• Ensuring that staff, agencies and volunteers assigned to the EOC sign the appropriate sign-in sheet.
• Organizing all EOC-214, matching them to the sign-
in sheets and submitting all sign-in sheets to the
Planning section’s Documentation unit at the end of the operational period.
COMPENSATION/CLAIMS UNIT
The Compensation/Claims Unit is responsible for managing the investigation and compensation of physical injuries and property damage claims arising out of the emergency/ disaster; completing all forms required by worker’s
compensation programs and local agencies; maintaining a file of injuries and illnesses associated with the incident and for issuing checks upon settlement of claims.
46 PART 1 SECTION 1: PURPOSE AND SCOPE
PART 4
ADMINISTRATION
47 PART 4 SECTION 1: ADMINISTRATION, FINANCE AND LOGISTICS SECTION 1:
ADMINISTRATION, FINANCE
AND LOGISTICS
EMERGENCY PROCLAMATIONS
There are three types of emergency proclamations in
California: Local Emergency Proclamation, State of
Emergency, and State of War Emergency. During a State
of Emergency or a State of War Emergency, the Governor
assumes complete authority over all state government
agencies. For detailed information on emergency
declarations, gubernatorial powers, and jurisdictional
authorities, refer to the California Emergency Services Act.
LOCAL EMERGENCY
A Local Emergency may be proclaimed by the Palmdale City Council as per Section 2.28 of the City’s Municipal Code.
If the Emergency Services Director or designee proclaims a Local Emergency, it must be ratified by the City Council within seven days. The governing body must review the
emergency status at regularly scheduled meetings every 60 days until termination (California Emergency Services Act, Chapter 7, Article 14, §8630(c)).
A Local Emergency must be terminated by resolution once conditions warrant. Proclamations are issued in response to actual incidents or threats that pose extreme peril to people and property due to natural, technological, or intentional causes.
The proclamation of a Local Emergency grants the governing body legal authority to:
• Request the Governor to proclaim a State of Emergency, if necessary, through the Operational Area.
• Issue or suspend orders and regulations necessary for protecting life and property, including imposing curfews within designated boundaries.
• Provide Mutual Aid to affected areas per local
ordinances, emergency plans, or agreements.
• Request state agencies, through the Los Angeles County Operational Area, to provide Mutual Aid.
• Require emergency services from any local official or employee.
• Requisition necessary personnel and materials from any local department or agency.
• Obtain and, if necessary, commandeer vital supplies and equipment for public use.
• Impose penalties for violating lawful orders.
• Conduct emergency operations without incurring legal
liability for performance or non-performance (Article 17 of the Emergency Services Act provides certain privileges and immunities).
STATE OF EMERGENCY
The Governor may proclaim a State of Emergency under the following conditions:
• Disaster or extreme peril threatens public safety due to natural, technological, or intentional incidents.
• Local authorities request state intervention.
• Local authorities are incapable of managing the
emergency independently.
Whenever the Governor proclaims a State of Emergency:
• Mutual Aid shall be rendered in accordance with
approved emergency plans when the need arises in any
city or county for outside assistance.
• The Governor shall, to the extent deemed necessary,
have the right to exercise all police power vested in
the state by the Constitution and the laws of the State of California within the designated area.
• Jurisdictions may command the aid of citizens as
deemed necessary to cope with an emergency.
• The Governor may suspend the provisions of orders,
rules, or regulations of any state agency and any
regulatory statute or statute prescribing the procedure for conducting state business.
• The Governor may commandeer or make use of any
private property or personnel (other than the media) in carrying out the responsibilities of his office.
• The Governor may promulgate issues and enforce orders and regulations deemed necessary.
STATE OF WAR EMERGENCY
When the Governor proclaims a State of War Emergency, or if a State of War Emergency exists, all provisions associated with a State of Emergency apply. Additionally, all state agencies and political subdivisions are required to comply with the lawful orders and regulations of the Governor, which are made or given within the limits of their authority as provided for in the California Emergency Services Act Article 3 Powers of the Governor.
Under SEMS, special districts are considered local governments and are included in emergency planning. The City Emergency Organization, following SEMS, coordinates with:
• The Operational Area
• Los Angeles County
• Special Districts
• Other Cities
• The State of California
• The Federal Government
48 PART 4 SECTION 1: ADMINISTRATION, FINANCE AND LOGISTICS The National Incident Management System (NIMS provides
a consistent nationwide template to enable federal, state, local and tribal governments, the private sector and non- governmental organizations to work together effectively.
NIMS also enables these entities to efficiently prepare for, prevent, respond to and recover from domestic incidents, regardless of cause, size, or complexity, including acts of catastrophic terrorism.
MUTUAL AID
Mutual Aid, including personnel, supplies and equipment, is provided in accordance with the California Master Mutual Aid Agreement. The private sector is an essential part of the emergency organization. Businesses and industries
own or have access to substantial response and support
resources. Community-Based Organizations (CBOs) or
Non-Governmental Organizations (NGOs) provide valuable
resources before, during and after a disaster. These resources can be effective assets at any level. OES is a partner with the Los Angeles County Emergency Network (ENLA). ENLA will
have a connection to the OA EOC through the county’s EOP.
MUTUAL AID SYSTEM
The Mutual Aid system supports agencies or jurisdictions when a local area, such as the City of Palmdale, determines that its resources are insufficient to effectively manage an emergency, disaster, or major incident. In such cases, the Logistics Section will reach out to the Los Angeles County (Operational Area) EOC to request assistance. The County EOC will then coordinate the Mutual Aid request. If the County is unable to fulfill the request, it will escalate the need to the state for further support.
THE CALIFORNIA MASTER MUTUAL AID SYSTEM
Statewide Mutual Aid is voluntary aid provided between
and among local jurisdictions and the state under the terms of the California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA) as provided for in the California
Emergency Services Act. The MMAA creates a formal structure wherein each jurisdiction retains control of its own facilities, personnel and resources, but may also receive or render assistance without the expectation of reimbursement to other jurisdictions within the state.
A statewide Mutual Aid system, operating within the
framework of the MMAA, allows for the mobilization of
resources to and from local governments, Operational
Areas, regions and states to provide requesting agencies with adequate resources. The system includes several discipline- specific Mutual Aid agreements, such as fire and rescue, law, medical, building and safety, coroners, emergency managers (EMMA) and public works. These systems are consistent with NIMS and SEMS at all levels. In addition to the Mutual Aid agreements that are in place within the State of California, the governor signed the Emergency Management Assistance Compact (EMAC), which allows California to participate
with the other states in a nationwide Mutual Aid system.
MUTUAL AID REGIONS MUTUAL AID
Regions I-VI were established in California under the
Emergency Services Act and each contains designated
counties. The OA is located in Mutual Aid Region I, which is in the Cal EMA Southern Administrative Region.
MUTUAL AID CHIEF
To facilitate Mutual Aid, discipline-specific Mutual Aid systems work through designated Mutual Aid Chiefs at the Operational Area, regional and state levels. The basic role of a Mutual Aid Chief is to receive Mutual Aid requests, coordinate the provision of resources from within the Chief’s geographic area of responsibility, and pass on unfilled requests to the next level. Mutual Aid requests that do not fall into one of the discipline-specific Mutual Aid systems are handled through the emergency services Mutual Aid system by emergency management staff at the local government,
Operational Area, regional and state levels. In the OA, this would be coordinated through the local OEM. The Mutual
Aid System Chief at an EOC may be located in various
functional elements (sections, branches, groups, or units) or serve as an agency representative, depending on how the EOC is organized and the extent to which it is activated.
PARTICIPATION IN VOLUNTEER, NON-GOVERNMENTAL
AND PRIVATE AGENCIES
Volunteer, non-governmental and private agencies
may participate in the Mutual Aid system along with
governmental agencies. For example, the Disaster Medical Mutual Aid system relies heavily on private sector
involvement for medical/health resources. Agencies/
jurisdictions emergency preparedness partnerships,
including volunteer agencies, such as the American Red
Cross, Salvation Army, Disaster Communications Services, community and faith-based organizations, and others, are an essential element of local, state and national emergency response to meet the needs of disaster victims. Volunteer agencies and non-governmental organizations mobilize
volunteers and other resources through their own systems.
They also may identify resource needs that are not met
within their own systems that would be requested through the Mutual Aid system.
49PART 4 SECTION 1: ADMINISTRATION, FINANCE AND LOGISTICS
MUTUAL AID SYSTEMS AND AUTHORITIES
Agencies/jurisdictions may have pre-existing Mutual Aid agreements with other entities or levels of government. These agreements are in addition to existing Mutual Aid systems.
Examples of Mutual Aid assistance may be provided under one or more of the following authorities:
• California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA) (PDF)
• California Fire and Rescue Master Mutual Aid Plan (PDF) • California Law Enforcement Mutual Aid Plan
• California Coroner’s Mutual Aid Plan (PDF)
• California Emergency Managers Mutual Aid Plan (PDF)
• California Medical and Health Mutual Aid Plan (PDF)
• National Emergency Management Assistance Compact
(EMAC)
• County Emergency Ordinance 2.68 California
Emergency Services Act
DISASTER SERVICE WORKERS
The City of Palmdale staff are automatically designated as Disaster Service Workers (DSWs) during a disaster and assist in response and recovery efforts. Per Government Code Title I, Division 4, Chapter 8 (§3100-§3109) and Labor Code Part I, Division 4, Chapters 1 and 10:
• All public employees and registered volunteers of an
accredited disaster council are DSWs.
• Public employees include all state, county, city, and special district employees.
• Additional volunteers can be quickly registered as DSWs, granting them Workers’ Compensation and liability
coverage.
The Community Programs Division of the Parks and
Recreation Department maintains a list of pre-registered volunteers affiliated with the City’s EOC. It is imperative that local governments maintain duplicate records of
all information necessary for the restoration of normal operations. This process of record retention involves off-site storage of vital computerized and paper-based data that can be readily accessible.
PRESERVATION OF VITAL RECORDS
Each City department is responsible for preserving its
vital records. The Information Technology Manager and
relevant division managers oversee record protection per departmental Standard Operating Guidelines.
Vital records are defined as those records that are essential to:
• Protect and preserve the rights and interests of
individuals, governments, corporations and other
entities. Examples include vital statistics, land and tax records, license registers and articles of incorporation. • Conduct emergency response and recovery operations.
Records of this type include utility system maps,
locations of emergency supplies and equipment,
Emergency Management Plans and procedures,
personnel rosters, etc.
• Reestablish normal governmental functions and protect the rights and interests of the government. Constitutions and charters, statutes and ordinances, court records,
official proceedings and financial records would be
included.
Records should be stored in secure, disaster-resistant
locations to ensure post-disaster accessibility. Such action will ensure that constitutions and charters, statutes and ordinances, court records, official proceedings and financial records will be available following any disaster. Each
department within the City should identify, maintain and protect their essential records.
AFTER-ACTION REPORTS (AARS)
SEMS regulations require local governments to complete an After-Action Report (AAR) for each Governor-proclaimed
emergency. AARs must be submitted within 120 days of
the incident or gubernatorial proclamation. Under Title XIX, Division 2, Chapter 1, Section 2450(a), jurisdictions responding to a Local Emergency with a State of Emergency or State of War Emergency declaration must transmit an AAR to CalOES within 90 days of the emergency’s conclusion.
AARs will be submitted through LAC OEM if requested by
Cal OES.
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 detailed
recommendations for improving individual agency plans
and procedures to broader system-wide improvements.
PUBLIC AWARENESS AND EDUCATION
Public awareness and education programs are essential for successful emergency response efforts. Pre-disaster education ensures that communities understand hazards, emergency
response protocols, and personal preparedness steps. These programs must be well-planned and coordinated among
local, state, and federal agencies.
50 PART 4 SECTION 1: ADMINISTRATION, FINANCE AND LOGISTICS Public awareness and education prior to any emergency are crucial to successful public information efforts during and after the emergency. Pre-disaster awareness and education programs must be viewed as being equally important to
all other preparations for emergencies and must receive an adequate level of planning. These programs must be
coordinated among local, state, and federal officials to ensure their contribution to emergency preparedness and response operations.
HAZARD MITIGATION
Across the United States, natural, intentional, and
technological disasters have led to increasing levels of death, injury, property damage, and the disruption of business and government services. The impact on families and individuals can be immense, and damage to businesses can result in
significant regional economic consequences. The time,
money and effort required to respond to and recover from disasters divert public resources and attention from other important programs and priorities.
The impact of expected, yet often unpredictable, natural and human-caused events can be reduced through proactive planning. History has shown that it is more cost-effective to prevent disaster damage than to repeatedly repair damage after a disaster occurs. A mitigation plan outlines the aspirations and specific actions that jurisdictions intend to implement to reduce vulnerability and exposure to future hazard events.
On October 30, 2000, the President signed into law the
Disaster Mitigation Act of 2000 (DMA2K). DMA2K amended
the Robert T. Stafford Disaster Relief and Emergency
Assistance Act by adding Section 322—Mitigation Planning.
Section 322 places further emphasis on local mitigation planning, requiring local governments to develop and
submit hazard mitigation plans by November 1, 2004, as a condition of receiving funding from the Hazard Mitigation Grant Program (HMGP) and other mitigation project grants.
Additional information regarding recommended mitigation actions and projects can be found in the City of Palmdale’s adopted Hazard Mitigation Plan.
CITY MITIGATION GOALS
The authority to create mitigation plans is derived from Public Law 106-390, Section 322, commonly known as
the Disaster Mitigation Act of 2000 (DMA2K)—and the
associated Interim Final Rule, 44 CFR Parts 201 and 206, published in the Federal Register on February 26, 2002. This federal law and its related regulations establish planning and funding criteria for states and local communities, serving several purposes, including:
• Enhancing Public Awareness and Understanding –
Educating City residents about natural hazards that
threaten public health, safety, economic stability, and the operational capabilities of essential institutions. • Providing a Decision-Making Tool for Management
– Equipping local government, business, industry,
and community leaders with the necessary information
to address vulnerabilities and enhance disaster
preparedness.
• Promoting Compliance with State and Federal
Requirements – Enabling Los Angeles County and
its incorporated cities to maximize state and federal
grant opportunities that support the development of
comprehensive hazard mitigation plans.
• Strengthening Local Policies for Hazard Mitigation –
Establishing a policy framework for implementing
effective mitigation actions to create a more disaster- resilient future.
• Ensuring Inter-Jurisdictional Coordination – Facilitating collaboration among participating jurisdictions within
the county to ensure cohesive mitigation efforts.
• Achieving Regulatory Compliance – Qualifying local
jurisdictions for federal pre- and post-disaster funding by complying with DMA2K and its regulations (44 CFR
Section 201.6). DMA2K requires that State Hazard
Mitigation Plans (HMPs) be updated every three
years and the City of Palmdale’s HMP every five years.
The Palmdale HMP uses a five-year planning horizon,
meaning that its assumptions, goals, and objectives
will be reassessed and resubmitted for approval every
five years. Section 6.0 of the County’s Multi-
Jurisdictional HMP outlines an aggressive approach to
ensuring ongoing implementation, evaluation,
monitoring, and updates.
51PART 4 SECTION 1: ADMINISTRATION, FINANCE AND LOGISTICS
DEFINITION OF MITIGATION
Mitigation refers to sustained actions taken to reduce or eliminate long-term risk to people and property from
hazards and their effects. Hazard mitigation directs attention and resources toward jurisdictional policies and actions that provide long-term benefits. Educating the public
about potential hazards enables counties and cities to
protect themselves and make informed decisions regarding residential, commercial, and recreational site locations.
The primary focus of hazard mitigation is assessing and avoiding identified risks, implementing loss-reduction
measures for existing vulnerabilities and ensuring critical services and facilities remain operational during disasters.
Hazard mitigation strategies and measures may include:
• Avoiding losses by limiting new developments in
identified hazard areas.
• Altering hazards by reducing their frequency or severity. • Averting hazards by redirecting their impact through
structural solutions.
• Adapting to hazards by modifying structures or
standards to enhance resilience.
Federal legislation has historically provided funding for disaster preparedness, relief, recovery, and mitigation. The Disaster Mitigation Act of 2000 (DMA2K) enhances the
effectiveness of mitigation programs by promoting sound planning. This legislation underscores the importance
of mitigation planning, particularly for pre-disaster
preparedness, by establishing a national pre-disaster hazard mitigation program and new requirements for the Hazard
Mitigation Grant Program (HMGP).
IMPLEMENTATION AND RESPONSIBILITIES
Section 322 of DMA2K specifically addresses mitigation
planning at the state and local levels. It introduces new provisions that allow HMGP funds to be used for planning activities and increases available funding for states with comprehensive, enhanced mitigation plans established
before disasters occur. State governments have key
responsibilities in implementing Section 322, including:
• Preparing and submitting standard or enhanced state
mitigation plans.
• Reviewing and updating state mitigation plans every
three years.
• Providing technical assistance and training to local
governments to help them develop mitigation plans and
apply for HMGP grants.
• Reviewing and approving local mitigation plans if the state has been designated a managing state with an
approved enhanced plan.
DMA2K encourages collaboration between state and local
authorities to facilitate proactive disaster planning. It rewards state and local pre-disaster planning efforts and promotes sustainability as a strategy for disaster resistance.
This cooperative planning approach ensures local, and state governments can accurately articulate their mitigation needs, resulting in faster allocation of funding and more effective risk reduction initiatives.
Following each Presidential Disaster Declaration, the FEMA Regional Director and the Governor execute a Federal/State Agreement, including hazard mitigation provisions. Under this agreement, the State commits to:
• Evaluating natural hazards in the disaster area and
recommending appropriate mitigation actions.
• Following up with applicants to ensure the
implementation of hazard mitigation actions.
• Assisting applicants in developing and submitting
Hazard Mitigation Plans (HMPs) for FEMA concurrence.
• Reviewing and updating disaster mitigation sections
within emergency plans as needed.
A state and local hazard mitigation officer is appointed to oversee mitigation efforts. These officials form a hazard mitigation survey team responsible for the following:
• Identifying significant hazards in affected areas, with priority given to disaster-related hazards.
• Evaluating the impacts of these hazards and
recommending mitigation measures.
Using data from Disaster Survey Reports (DSRs), the survey team conducts site visits to assess damage and determine appropriate mitigation actions. The team ensures adequate coordination among federal, state, and local stakeholders.
The survey team also prepares an HMP, which is submitted to FEMA through the Governor’s authorized representative within 180 days of a Presidential Disaster Declaration.
The HMP aims to:
• Recommend hazard mitigation measures for local, state, and federal agencies.
• Establish short- and long-term planning frameworks for implementing hazard mitigation initiatives.
52 PART 4 SECTION 2: RECOVERY OPERATIONS
SECTION 2:
RECOVERY OPERATIONS
The City of Palmdale and its special districts will play a critical role in recovery operations following a disaster.
Citizens will have specific needs that must be met before they can resume their pre-disaster lives. Key recovery services include:
• Assessing the extent and severity of damage to homes
and property.
• Restoring essential community services, such as water, food, and medical assistance.
• Repairing damaged homes and property.
• Restoring businesses.
• Providing professional counseling for those experiencing mental distress due to sudden changes caused by the
disaster.
Local government can support individuals, families, and businesses by ensuring these services are available and seeking additional resources as needed. Recovery begins at the onset of an incident and consists of two phases: short- term and long-term recovery.
SHORT-TERM RECOVERY
Short-term recovery operations begin during the response phase of an emergency. The goal of short-term recovery is to restore local government to at least a minimum capacity. The primary objectives include:
• Rapid debris removal and cleanup.
• Restoring essential services, such as electricity, water, and sanitary systems.
• Providing emergency housing and social services.
• Re-establishing government operations.
• Repairing and clearing transportation routes.
Each department and agency will coordinate its efforts
to restore utility systems and services during recovery operations. The City will ensure that debris removal and cleanup operations are expedited. On the basis of the City assessments, structures that pose a public safety concern will be demolished. For federally declared disasters, tele- registration centers may be established by the Federal
Emergency Management Agency (FEMA) to assist disaster
victims and businesses in applying for grants, loans and other benefits.
The City may open Local Assistance Centers (LACs) to aid in the recovery process. These centers bring together providers to assist victims with “one-stop shopping” for disaster assistance. LACs may have a wide variety of local, state and federal resources in a single location that is easily accessible to all victims. Great measures will be taken to work with the City’s Access Advisory Committee (to be established) to make sure that resources are made available to victims with disabilities and access and functional needs.
LONG-TERM RECOVERY
Long-term recovery will begin during the response phase of the emergency. Long-term recovery efforts aim to restore facilities to pre-disaster conditions and mitigate future risks.
Key objectives include:
• Coordinating hazard mitigation activities.
• Restoring or reconstructing public facilities.
• Coordinating social and health service delivery.
• Reviewing and improving land use planning.
• Enhancing emergency management strategies.
• Restoring the local economy to pre-disaster levels.
• Recovering disaster response costs.
• Integrating mitigation strategies into recovery planning and operations.
Participating agencies will handle the long-term recovery activities on their own, except for improvements made in the City’s EOP. Changes to the EOP will be coordinated with all participating members of the City Emergency Operations Center and the County EOC. Each affected jurisdiction will also be responsible for its own approach to mitigation, which could include zoning variances, building code
changes, plan reviews, seismic safety elements and other land use planning techniques.
With public safety as a primary concern, rapid recovery may require adjustments to policies and procedures to streamline the recovery process. The City will strive to coordinate and employ hazard mitigation actions in all activities to ensure a reduction of vulnerability to future disasters. The City will also strive to restore essential facilities to at least their pre- disaster condition by retrofitting, repairing, or reconstructing them during long-term recovery operations.
53PART 4 SECTION 2: RECOVERY OPERATIONS
RECOVERY OPERATIONS ORGANIZATION
Recovery operations in the City of Palmdale will be
managed by the City’s Finance Department and Emergency
Services Administrator. The City Manager will convene
regular meetings with the City Executive Management
team, Emergency Services Manager, key personnel, and
representatives from affected facilities to make policy decisions and share updates on recovery progress. Various City departments will be responsible for specific recovery functions throughout the recovery process.
RECOVERY DAMAGE/SAFETY
ASSESSMENT
The recovery damage/safety assessment is the basis for
determining the type and amount of state and/or federal financial assistance necessary for recovery. As part of Operations, an Initial Damage Estimate (IDE) is developed during the emergency response phase to support a request for a local proclamation and for the state to request a presidential declaration through the Palmdale and Los
Angeles County Emergency Operations Center (LAC OEM).
During the recovery phase, this assessment is refined to a more detailed level. This detailed damage/safety assessment is needed to apply for the various disaster financial assistance programs. A list of mitigation priorities is listed in the City of Palmdale’s currently adopted Hazard Mitigation Plan.
DOCUMENTATION
Accurate documentation is critical for recovering eligible emergency response and recovery costs. Damage assessment records are critical to determine eligibility for disaster assistance programs. Under the California Disaster Assistance Act (CDAA), documentation is required for damage
sustained to the following:
• Public buildings, roads, streets and bridges.
• Flood control and irrigation works.
• Other essential infrastructure.
Under federal disaster assistance programs, documentation must be obtained regarding damages sustained to:
• Roads.
• Water control facilities.
• Public buildings and related equipment.
• Public utilities.
• Facilities under construction.
• Recreational and park facilities.
• Educational institutions.
• Certain private and non-profit facilities.
RECOVERY DISASTER ASSISTANCE
Debris removal and emergency response costs incurred by the affected entities should also be documented for cost recovery purposes under the federal programs. It will be the responsibility of the City and special districts to collect documentation of this damage and submit it to the recovery manager for their jurisdiction.
The documented information should include the location
and extent of damage and estimates of costs for debris
removal, emergency work, and repairing or replacing
damaged facilities to a non-vulnerable and mitigated
condition. The cost of compliance with building codes for new construction, repair and restoration should also be documented. The cost of improving facilities may be covered by federal mitigation programs.
Documentation is key to recovering expenditures related to emergency response and recovery operations. Documentation must begin at the field response level and continue
throughout the operation of the EOC as the disaster unfolds.
RECOVERY DISASTER ASSISTANCE
Individual citizens and private businesses will also seek access to recovery programs. Local governments may activate Local Assistance Centers (LACs) to centralize services and resource referrals to address the needs of disaster victims.
State funding may be available for eligible LAC operations.
Historically, LACs have proven to be a key factor for
successful recovery. LACs serve as:
• Resource facilities for recovery information and services. • Community-based service hubs.
• Facilities managed by local government and staffed by private non-profits and government agencies.
Additionally, Disaster Recovery Centers (DRCs) may be
activated by federal agencies to provide recovery information, including FEMA and Small Business Administration (SBA)
programs. DRCs serve as:
• Fixed or mobile resource facilities for FEMA and SBA
programs.
• Facilities managed by the federal government.
• Locations staffed by FEMA, Cal OES, SBA, and other
relevant agencies.
54 PART 4 SECTION 3: PLAN MAINTENANCE AND DEVELOPMENT SECTION 3:
PLAN MAINTENANCE AND
DEVELOPMENT
The City’s Division of Emergency Services is responsible for maintaining and updating the Emergency Operations
Plan (EOP) every three years or following a significant activation, in accordance with FEMA’s Comprehensive
Planning Guide 101 (CPG101) (November 2010). The EOP
is reviewed and updated through collaboration with City staff, external agencies, and stakeholders. Following review by all department directors, the EOP is made available for public comment. After incorporating feedback, the EOP is submitted to the County’s Office of Emergency Management along with a state-approved EOP Crosswalk. Upon county
approval, the City’s OES presents the EOP to the City
Council for adoption. Once adopted, the City Manager signs and dates the Letter of Promulgation included in the EOP.
The primary objective of the EOP is to facilitate efficient and timely responses to emergencies. While planning is critical, preparedness also requires ongoing training and exercises at all government levels to ensure emergency operations personnel are ready for activation.
The Homeland Security Exercise and Evaluation Program
(HSEEP) is a capabilities- and performance-based exercise framework that provides standardized methodologies
and terminology for designing, conducting, evaluating,
and improving exercises. Recognizing its importance, all signatories agree to participate in scheduled HSEEP exercises.
TRAINING AND EXERCISES
Training and exercises are essential to ensure that public officials, emergency response personnel, and the public are operationally prepared. As part of the emergency
management training curriculum, personnel with emergency responsibilities are encouraged to complete courses outlined in the Standardized Emergency Management System (SEMS)
Approved Course of Instruction (ACI) and the National
Incident Management System (NIMS) integration criteria.
TRAINING
Cal OES offers training for emergency managers and first responders through its California Specialized Training
Institute (CSTI). Each agency is responsible for maintaining training and exercise records to demonstrate self-certification and compliance with SEMS and NIMS. The objective is
to train and educate public officials, emergency response personnel, and the public, with exercises serving as the most effective method for staff preparedness in emergency management.
EXERCISES
Exercises allow personnel to become familiar with
procedures, facilities, and systems used during emergencies.
State agencies and local jurisdictions should plan for or participate in an all-hazards exercise program that includes emergency management and response personnel from
multiple disciplines and jurisdictions.
Exercises should:
• Be as realistic as possible.
• Emphasize the application of standardized emergency
management procedures.
• Be based on risk assessments, including credible threats, vulnerabilities, and consequences.
• Involve non-governmental organizations and the private sector when appropriate.
• Incorporate SEMS and NIMS principles.
• Address continuity of operations.
• Consider individuals with disabilities and others with access and functional needs.
Types of exercises include:
• Seminars/Workshops: Low-stress, informal discussions
introducing policies, plans, and procedures.
• Drills/Tests: Regular exercises to maintain operational readiness of personnel and equipment, such as tests of
warning systems and the Emergency Alert System.
• Tabletop Exercises: Cost-effective sessions designed to evaluate policies, plans, and coordination
responsibilities in a low-stress setting.
• Functional Exercises: Assess specific capabilities, such as communications, public evacuations, or medical response. • Full-Scale Exercises: Simulations of actual emergencies to evaluate the operational effectiveness of emergency
management personnel and systems.
The federal government, through FEMA, promulgates
the Homeland Security Exercise and Evaluation Program
(HSEEP), which is a standardized methodology for exercise design, development, conduct, evaluation and improvement to ensure Homeland Security and terrorist response
capabilities are adequately tested and exercised. Any
jurisdiction that receives certain Homeland Security grant funding may be required to develop an HSEEP-compliant
training and exercising plan. Additional information can be found at the Homeland Security Exercise and Evaluation Program website. The City’s OES participates in and utilizes the HSEEP materials for scheduled exercises and training. 55PART 4 SECTION 4: REFERENCES AND AUTHORITIES
SECTION 4:
REFERENCES AND
AUTHORITIES
REFERENCES
• Judicial System, Article VI, Section 1, 4, 5, and 10 of the Constitution of California.
• Local Government, Article XI of the Constitution of
California.
• Preservation of Local Government, Article 15 of the
California Emergency Services Act (Chapter 7 of
Division 1 of Title 2 of the Government Code).
• Temporary City Seat, Section 23600, Article 1 of Chapter 4 of Division 1 of Title 3 of the Government Code.
• The City of Palmdale Municipal Code, Chapter 2.28
(Revised August 2024).
AUTHORITIES
The following laws and regulations provide emergency
authorities for conducting and/or supporting emergency
operations:
LOCAL
• Emergency Management – Municipal Code 2.28.
• Adoption of the Standardized Emergency Management
System (SEMS)- Resolution 95-035 adopted February
28, 1995.
• Adoption of the National Incident Management System
(NIMS) – Resolution 06-081 adopted September 26, 2006.
• Los Angeles County Multi-Jurisdictional (HMP) was
adopted in August 2017 by the County Board of
Supervisors. It was adopted on August 15, 2017, by the
City of Palmdale.
STATE
• California Emergency Services Act (Title 2, CCR, Chapter 7 of Division 1).
• Standardized Emergency Management System (SEMS)
Regulations Title 2, CCR, Chapter 1 of Division 2 and
CGC §8507 et. seq.
• California Governor’s Executive Order S-2-05.
• Hazardous Materials Area Plan Regulations, Title 19,
CCR, Chapter 4, Division 2, Article 3, §2720-2728 and
California Health and Safety Code, Division 20, Chapter
6.97, Section 25503.5.
• California Department of Water Resources Flood
Control Code §128.
• California Disaster and Civil Defense Master Mutual Aid Agreement.
• “Good Samaritan” Liability (see Part Three, Supporting Documents).
• California Emergency Plan.
• California Natural Disaster Assistance Act (Chapter 7.5, Division 1, Title 2 of the Government Code).
• California Health and Safety Code, (Division 20,
Chapter 6.5, Sections 251 15 and 251 17), (Chapter 6.95, Sections 2550 et seq.), (Chapter 7, Sections 25600
through 25610, dealing with hazardous materials).
• Orders and Regulations which may be Selectively
Promulgated by the Governor during a “State of
Emergency.”
• Orders and Regulations which may be Selectively
Promulgated by the Governor to take effect upon the
Existence of a “State of War Emergency.”
• Good Samaritan Liability California Health and Safety Code, Chapter 9, Section 1799.102.
• Los Angeles County Multi-Jurisdictional Hazard
Mitigation Plan (HMP) adopted September 13, 201 1, by
the County Board of Supervisors.
FEDERAL
• Homeland Security Presidential Directive
(HSPD) – 5-2004.
• National Response Framework – January 2008.
• Disaster Mitigation Act 2000 (Public Law 106-390).
• Federal Civil Defense Act of 1950 (Public Law 920, as amended).
• Robert T. Stafford Disaster Relief and Emergency
Assistance Act of 1988 (Public Law 93-288, as amended). • Army Corps of Engineers Flood Fighting
(Public Law 84-99).
GENERAL INFORMATION: SHEL TERING
SHEL TERING TYPES
• Mass Care Shelters – Serves the general population.
• Medical Shelter – Provide a heightened level of medical care for people who are medically fragile. House people who require medical care that would usually be provided by medical professionals in a nursing home or hospital. • Guiding Principle – The primary goal of sheltering
and mass care is to help people stay safe, healthy and
independent.
56 PART 1 SECTION 1: PURPOSE AND SCOPE
APPENDICES
57APPENDIX A
APPENDIX A:
LEGAL AUTHORITIES
This section includes a reference to federal, state and local laws. The following provides emergency authorities for
conducting and/or supporting emergency operations:
FEDERAL
• Homeland Security Presidential Directive (HSPD) – 5,
National Incident Management System, National
Response Plan.
• Homeland Security Presidential Directive (HSPD) – 8,
aimed at strengthening the security and resilience of the United States through systematic preparation for the
threats that pose the greatest risk to the security of the nation, including acts of terrorism, cyber-attacks,
pandemics and catastrophic natural disasters.
• Disaster Services Act of 2000 (DMA2K), the 2000 act
amends Chapter 68 of Title 42 of the United States
Code. Its provisions are titled DISASTER RELIEF - THE
PUBLIC HEALTH AND WELFARE. The chapter sets forth
declarations and definitions relating to disaster relief and is used as a central document for the activities of the Federal Emergency Management Agency.
• 32 CFR 185 - Department of Defense (DOD), national
defense, military resources in support of civil authorities. • 44 CFR – Part 206 - Federal Emergency Management
Agency (FEMA) federal disaster assistance programs,
emergency and major disaster declarations, disaster field offices, state and federal coordinating officers.
• Federal Civil Defense Act of 1950 (Public Law 920), as amended.
• Public Law 84-99 (U.S. Army Corps of Engineers-Flood
Fighting).
• Robert T. Stafford Disaster Relief and Emergency
Assistance Act, P.L. 93-288 as amended.
STATE
• Air Pollution, Health and Safety Code §42320.
• California Disaster and Civil Defense Master Mutual Aid Agreement Earthquake Education Act,
Public Resources Code §2805.
• Earthquake Hazards Reduction Act,
Government Code §8871.
• Employees Safety Act, Labor Code §2801.
• Emergency Services Act, Government Code §8550.
• Seismic Safety Act, Health and Safety Code §16000.
• FIRESCOPE Act, Health and Safety Code §13070.
• Flood Control Law, Water Code §8000.
• Flood Control Law of 1946, Water Code §12800.
• Hazardous Substance Highway Spill Containment and
Abatement Act, Vehicle Code §2450.
• Hazardous Materials Release Response Plans and
Inventory, Health and Safety Code §25500.
• Katz Act, Education Code §§35295 – 35297, requires
that schools plan for earthquakes and other emergencies. • Natural Disaster Assistance Act, Government Code §8680. • Oil Refinery and Chemical Plant Safety Preparedness Act, Government Code §51020.
• Seismic Hazards Mapping Act, Public Resources Act Code §2690.
• Seismic Safety Commission Act, Business and Professions Code §1014 CCR, Title 19, Public Safety, Division 2,
Chapter 1, Standardized Emergency Management
System, Code §2400.
• CCR, Title 19, Public Safety, Division 2, Chapter,
Emergencies and Major Disaster, Code §2501.
• CCR Title 19, Public Safety, Division 2, Subchapter 2, Hazardous Substances Emergency Response Training,
Code §2510.
• CCR, Title 19, Public Safety, Division 2, Chapter 6
Natural Disaster Assistance Act, Code §2900.
LOCAL
• The City of Palmdale Municipal Code Chapter 2.28 -
Civil Defense and Disaster.
• Adoption of the Standardized Emergency Management
System (SEMS) - Resolution 95-035 adopted
February 28, 1995.
• Adoption of the National Incident Management System
(NIMS) – Resolution 06-081 adopted September 26,
2006.
EMERGENCY PLANS, STATE AGENCY PLANS
• State of California Emergency Plan – 2017.
• Catastrophic Incident Base Plan – 2008.
• Southern California Catastrophic Earthquake Response
Plan – 2010.
• State Continuity Program Guidance – 2009.
• Threat and Hazard Identification & Risk Assessment
(THIRA) – 2014.
STATE MUTUAL AID PLANS
• California Coroners’ Mutual Aid Plan.
• Emergency Manager Mutual Aid Plan.
• Fire and Rescue Mutual Aid Plan.
• Law Enforcement Mutual Aid Plan.
• Law Enforcement Mutual Aid Plan (SAR) Annex.
58 APPENDIX B
APPENDIX B:
EMERGENCY
PROCLAMATIONS
DEFINITION OF LOCAL EMERGENCY:
“The duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the territorial limits of a county, city and county, or city, caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestation or disease, the Governor’s warning of an earthquake or volcanic prediction, or an earthquake or other conditions, other than conditions resulting from a labor controversy, which are or are likely to be beyond the control of the services, personnel, equipment, and facilities of that political subdivision and require the combined forces of other political subdivisions to combat…” Section 8558(c), Chapter 7 of Division 1 of Title 2 of the Government Code.
ISSUED BY:
• Governing body of city; or
• An official designated by an adopted local ordinance
(e.g., emergency services director).
PURPOSE:
• Authorizes the undertaking of extraordinary police
powers;
• Provides limited immunity for emergency actions of
public employees and governing bodies;
• Authorizes the issuance of orders and regulations to
protect life and property (e.g., curfews);
• Activates pre-established local emergency provisions, such as special purchasing and contracting; and
• Is a prerequisite for requesting a Governor’s
Proclamation of a State of Emergency and/or a
Presidential Declaration of an Emergency or Major
Disaster.
DEADLINES:
• Issuance: Within 10 days of the occurrence of a disaster assistance will be requested through the California
Disaster Assistance Act (CDAA).
• Ratification: If issued by an official designated by
ordinance, it must be ratified by the governing body
within seven (7) days.
• Renewal: Reviewed at regularly scheduled board/ council meetings until terminated.
• Reviewed every 14 days for governing bodies that meet weekly until terminated.
• No review to exceed 21 days from the last review.
• Termination: When conditions warranting proclamation
have ended.
NOTIFICATION PROCESS:
• Local governments should notify the Operational
Area (OA) and provide a copy of the local emergency
proclamation as soon as possible;
• OA shall notify their state OES region and provide a
copy of the proclamation as soon as possible;
• The OES region will notify the OES director and deputy directors and shall be the primary contact between the
OES director, OA and the local jurisdiction for updates on any requests for assistance; and
• The OES director will respond in writing to the
local government concerning the status of any requests
for assistance included within the local proclamation or accompanying letter.
Note: A local emergency proclamation and/or governor’s
proclamation is not a prerequisite for Mutual Aid assistance, Red Cross assistance, the federal Fire Management Assistance Grant Program, or disaster loan programs designated by the Small Business Administration or the U.S. Department of Agriculture.
LEVELS OF DISASTER ASSISTANCE
DIRECTOR’S CONCURRENCE
• Purpose: The CDAA authorizes the OES director, at
his discretion, to provide financial assistance to repair and restore damaged public facilities and infrastructure. • Deadline: State OES must receive a request from the
local government within 10 days of the incident.
• Supporting Information Required: Local Emergency
Proclamation, Initial Damage Estimate (IDE) prepared
in the Response Information Management System
(RIMS) and a request from the City Mayor,
Administrative Officer, or County Board of Supervisors.
GOVERNOR’S PROCLAMATION
• Purpose: Provides governor with powers authorized
by the Emergency Services Act; authorizes OES director
to provide financial relief for emergency actions and
restoration of public facilities and infrastructure;
prerequisite when requesting federal declaration of a
major disaster or emergency.
• Deadline: State OES must receive a request from the
local government within 10 days of the incident.
• Supporting Information Required: Local Emergency
Proclamation, IDE prepared in RIMS and a request from
the City Mayor, Administrative Officer, or County Board of Supervisors.
59APPENDIX B
PRESIDENTIAL DECLARATION OF AN EMERGENCY
• Purpose: Supports response activities of the federal, state and local government; authorizes federal agencies to
provide “essential” assistance, including debris removal, temporary housing and the distribution of medicine,
food and other consumable supplies.
• Deadline: The governor must request on behalf of
local government within 5 days after the need for federal emergency assistance is apparent.
• Supporting Information Required: All the supporting
information required above and a governor’s
proclamation, certification by the governor that the
effective response is beyond the capability of the state, confirmation that the governor has executed the state’s emergency plan, information describing the state and
local efforts, identification of the specific type and extent of federal emergency assistance needed.
PRESIDENTIAL DECLARATION OF A MAJOR DISASTER
• Purpose: Supports response and recovery activities of the federal, state and local government and disaster
relief organizations; authorizes implementation of some or all federal recovery programs, including public
assistance, individual assistance and hazard mitigation. • Deadline: The governor must request a federal
declaration of a major disaster within 30 days of the
incident.
• Supporting Information Required: All the supporting
information required above and a governor’s
proclamation, certification by the governor that the
effective response is beyond the capability of the state, confirmation that the governor has executed the state’s emergency plan, and identification of the specific type and extent of federal aid required.
SAMPLE PROCLAMATION
WHEREAS Ordinance No.________ of the City/County of ________ empowers the Emergency Services Director* to proclaim the existence or threatened existence of a local emergency when said City/County is affected or likely to be affected by a public calamity and the City Council/County Board of Supervisors is not in session, and; _____________ WHEREAS the Emergency Services Director* of the City/County of does hereby find That conditions of extreme peril to the safety of persons and property have arisen within said City/County caused by (fire, flood, storm, mudslides, rain, wind, earthquake, drought, or other causes); which began on the day of ________, 20. and; _____________ These conditions are or are likely to be beyond the control of the services, personnel, equipment, and facilities of said City/County.
That the City Council/County Board of Supervisors of the City/County is not in session and cannot immediately be called into session.
NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency now exists throughout said City/County, and; IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said local emergency, the powers, functions, and duties of the emergency organization of this City/County shall be those prescribed by state law, ordinances, and resolutions of this City/County, and; That this emergency proclamation shall expire in 7 days after issuance unless confirmed and ratified by the governing body of the City/County of _____________________.
Dated: _____________ By: _____________
Emergency Services Director*
Print Name ____________________________________
Address _______________________________________
60 APPENDIX C
APPENDIX C:
EMERGENCY OPERATIONS
CENTER (EOC)
PURPOSE OF THE EOC
When a major emergency or disaster strikes, centralized emergency management is necessary. The EOC provides
this needed centralized management. When activated,
representatives from City departments and outside agencies, as applicable, will report to the EOC to coordinate with City policy-making decisions. While simultaneously coordinating department and outside agency activities. The City may
also act as a liaison to different levels of government, which would include non-profit and non-governmental entities.
The EOC provides a centralized focus of authority and
information that allows for face-to-face coordination among personnel who must set priorities for the use of resources and evaluate the need to request Mutual Aid.
The role of the EOC is to support both the Field Operations and Department Operations Centers (DOC). The Incident
Commander in the field is responsible for reporting their incident status and necessary resource requests to manage the incident to the EOC or DOCs respectfully. If requests go through the department’s DOC, then the DOC will
communicate all incident status and resource requests to the EOC. All pertinent information is then used by the
Policy Group and Planning Section to create the Initial Incident Action Plan and subsequent Action Plans for each operational period. The flow of information is shown in the chart below:
THE FOLLOWING FUNCTIONS ARE
PERFORMED IN THE CITY’S EOC:
FUNCTIONS
RESPONSIBILITY
Receive and disseminate notifications of warnings to all City departments and impacted areas. If activated, the City will contact the staff duty officer of the county OEM regarding the activation status.
Emergency Services Director/EOC Manager/PIO
• Coordinate emergency operations between:
• Agencies, jurisdictions, City departments, different levels of government
• Utility companies, school districts, non-profit
organizations and outside agencies
• The media
• All EOC sections
• EOC liaison
• PIO team
• Develop policies and determine if a local proclamation is needed.
Emergency Services Director/Policy Group
• Disseminate public information
• Provide legal advice.
EOC Management Section
• Prioritize emergency response and the allocation of
resources.
Operations Section/ Logistics Section
• Collect intelligence and disseminate information to
EOC, Departmental Operating Centers (DOC) and
county EOC. The county EOC will contact state and
federal agencies on behalf of the City.
Planning Section
• Coordinate the logistical support of resources and
personnel and ensure the integrity of communications
and information services.
• Ensure that there are policies regarding bidding
regarding contract work during an emergency.
• Work with Finance to track all contracts to ensure
reimbursement.
Logistics Section
• Track costs of response personnel, equipment, and
damage to City property
• Coordinate the financial recovery of the City.
WHEN TO ACTIVATE THE EOC
The EOC is activated when field response agencies and/or DOCs need support during any significant incident. At the discretion of the emergency services director or designee, the EOC may be partially or fully staffed to meet the demands of the incident.
When the City’s EOC is activated, the EOC manager will
contact the County Office of Emergency Management and
EOC director and inform them of the level of activation, including the time and place they will be convening for the initial action planning meeting and briefing.
61APPENDIX D
LEVELS OF ACTIVATION
The City of Palmdale has three (3) levels of activation:
1. Level One – Full Staff. The level of activation would be complete and full activation, with all organizational elements at full staffing according to the Standardized Emergency Management System.
2. Level Two – Functional Position Staffing. Additional personnel for specific functions needed to conduct
operations as designated by the Incident Commander
and the emergency services director or designee. One or more of the DOCs may be activated depending
on the nature of the incident. At the discretion of
the emergency services director, the EOC will be set up to support the DOC(s).
3. Level Three – Minimum Staffing. Key personnel needed to conduct operations as designated by the Incident
Commander and the emergency services director or
designee. This level is usually used during a warning
phase or a buildup phase. At the discretion of the
emergency services director, the EOC may not be
physically staffed and/or set at this level. However, the EOC may be staged and ready for activation.
Note: All DOCs may be activated, as needed, at a Level One Activation.
ACTIVATION/RECALL PROCEDURES
In the event of any significant incident, the sheriff or fire battalion chief will contact the emergency services director and emergency services administrator or designee. The emergency services director, in collaboration with the emergency services administrator, will determine the level of EOC activation.
For incident-specific events, any employee, through their department’s chain of command, may request that the
emergency services director or designee activate the EOC.
Upon the decision to activate, the emergency services
director will contact the Mayor and City Council (Policy Group) with the status of the incident.
APPENDIX D:
MEDIA ACCESS REGULATIONS
The following are extracts from Government Codes and
Regulations relating to the granting of access to the media in closed or restricted areas during incidents and disasters.
CALIFORNIA PENAL CODE
Section 409.5 Power of peace officers to close areas during emergencies; Entering or remaining within the area as
misdemeanor; Exception as to newspaper representatives, etc. (a) Whenever a menace to the public health or safety
is created by a calamity including a flood, storm, fire, earthquake, explosion, accident, or other disaster,
officers of the Department of the California Highway
Patrol, police departments, marshal’s office or
sheriff’s office, any officer or employee of the
Department of Forestry and Fire Protection designated
a peace officer by subdivision (g) of Section 830.2,
any officer or employee of the Department of Parks
and Recreation designated a peace officer by
subdivision (f) of Section 830.2, any officer or
employee of the Department of Fish and Game
designated a peace officer under subdivision (e) of
Section 830.2, and any publicly employed full-time
lifeguard or publicly employed full-time marine
safety officer while acting in a supervisory position
in the performance of his or her official duties, may
close the area where the menace exists for the duration thereof by means of ropes, markers, or guards to any
and all persons not authorized by the lifeguard or
officer to enter or remain within the enclosed area. If the calamity creates an immediate menace to public
health, the local health officer may close the area where the menace exists pursuant to the conditions set forth
in this section.
(b) Officers of the Department of the California Highway Patrol, police departments, marshal’s office or
sheriff’s office, officers of the Department of Fish
and Game designated as peace officers by subdivision
(e) of Section 830.2, or officers of the Department of
Forestry and Fire Protection designated as peace officers by subdivision (g) of Section 830.2 may close the
immediate area surrounding any emergency field
command post or any other command post activated
for the purpose of abating any calamity enumerated in
this section or any riot or other civil disturbance to any and all unauthorized persons pursuant to the
conditions set forth in this section whether or not the field command post or other command post is located
near to the actual calamity or riot or other civil
disturbance.
(c) Any unauthorized person who willfully and knowingly enters an area closed pursuant to subdivision (a) or
(b) and who willfully remains within the area after
receiving notice to evacuate or leave shall be guilty of a misdemeanor.
(d) Nothing in this section shall prevent a duly authorized representative of any news service, newspaper, radio or television station, or network from entering the areas
closed pursuant to this section.
62 APPENDIX E
APPENDIX E:
NATIONAL WEATHER SERVICE
ISSUANCE PROCESS
WARNINGS
The National Weather Service (NWS) is responsible for
issuing forecasts, watches and warnings for a variety of weather and water hazards. A “warning” is issued when
hazardous weather poses an immediate threat to life or
property. However, the process of issuing a warning varies depending on the type of hazard. This is because hazards occur on vastly different time and distance scales. For example, tornadoes typically last a matter of minutes and impact relatively small areas, while Nor’easters can produce blizzard conditions over hundreds of square miles and last for days.
When weather hazards are small and develop quickly,
forecasters must rely heavily on observational data from Doppler radar, satellites and other ground-based equipment and sensors to inform them during the warning process.
This would include hazards such as severe thunderstorms and flash flooding, where forecasters continuously monitor thunderstorms in real-time and determine where the largest impacts will occur. Forecaster experience and knowledge of the local area also play a large role in the warning process.
For example, an understanding of the local creeks, streams, and reservoir operations would be crucial when determining whether to issue a flash flooding warning.
Tsunamis and solar events are two (2) types of hazards that also require a quick response based on monitoring various observational datasets, such as seismometers to detect
earthquakes and potential tsunamis or X-ray telescopes
mounted on satellites that can detect solar activity ahead of geomagnetic storms. Once the threat is detected and
the forecaster determines a warning is needed, computer software is used to help quickly craft the warning and
disseminate the message through several communication
channels.
A slightly different approach is taken in the warning process for hazards that are larger in scale and slower evolving, such as hurricanes or low-pressure systems that produce winter storms. In these cases, the process hinges on forecasters’ use and interpretation of numerical weather models. There are a multitude of numerical weather prediction models
running continuously around the world. Forecasters use this computer-generated output in combination with conceptual models and statistical output to come up with the most
likely solution.
Once forecasters have high enough confidence there will be significant impacts, a warning is issued as far advanced as possible for areas that are expected to see hazardous weather.
It’s important to note that a combination of observational datasets and numerical models are used in the warning
process for all hazards. It is the forecasters’ role to sift through the mountain of data, determine what’s important, and issue the warning.
SPECIFIC TYPES OF ISSUANCES FOR
FLOODING
WHAT IS THE DIFFERENCE BETWEEN A FLOOD WATCH
AND A FLOOD WARNING ISSUED BY THE NWS?
Flash Flood Warning: Take Action! A Flash Flood Warning is issued when a flash flood is imminent or occurring. If you are in a flood-prone area, move immediately to high ground.
A flash flood is a sudden, violent flood that can take from minutes to hours to develop. It is even possible to experience a flash flood in areas not immediately receiving rain.
Flash Flood Warnings are changing to an Impact-Based
format to improve public response. Read the factsheet.
• Flood Warning: Take Action! A Flood Warning is issued when a hazardous weather event is imminent or already
happening.
• Flood Watch: Be Prepared. A Flood Watch is issued when conditions are favorable for a specific hazardous weather event to occur (flooding). It does not mean flooding
will occur, but it is possible.
• Flood Advisory: Be Aware. A Flood Advisory is issued
when a specific weather event that is forecast to occur may become a nuisance (flooding is not expected to
be bad enough to issue a warning). However, it may
cause significant inconvenience, and if caution is not
exercised, it could lead to situations that may threaten life and/or property.
OTHER TYPES OF ISSUANCES
• A Dense Fog Advisory is issued by your local NWS office when widespread dense fog develops. When this
happens, visibilities frequently drop to one-quarter of a mile or less. These conditions make travel difficult. Take extra caution when on the road or avoid driving if
possible.
• A Freezing Fog Advisory is issued by your local NWS
office when fog develops and surface temperatures
are at or below freezing. The tiny liquid droplets in the fog can freeze instantly on any surface, including
vehicles and road surfaces. Freezing fog makes driving, boating, flying and other forms of transportation
particularly hazardous. Visibilities are typically at or below one (1) mile.
63APPENDIX F
APPENDIX F:
HOMELAND SECURITY
PRESIDENTIAL DIRECTIVE/
HSPD-5
PURPOSE
To enhance the ability of the United States to manage
domestic incidents by establishing a single, comprehensive national incident management system.
DEFINITIONS
In this directive:
• The term “Secretary” means the Secretary of Homeland
Security.
• The term “Federal departments and agencies” means
those executive departments enumerated in 5 U.S.C.
101, together with the Department of Homeland
Security; independent establishments as defined by
5 U.S.C. 104(1); government corporations as defined by
5 U.S.C. 103(1) and the United States Postal Service.
• The terms “State,” “local,” and “United States,” when it is used in a geographical sense, have the same meanings as used in the Homeland Security Act of 2002, Public
Law 107-296.
POLICY
1. To prevent, prepare for, respond to, and recover from terrorist attacks, major disasters, and other emergencies, the United States Government shall establish a single,
comprehensive approach to domestic incident
management. The objective of the United States
Government is to ensure that all levels of government
across the Nation have the capability to work efficiently and effectively together, using a national approach
to domestic incident management. In these efforts, with regard to domestic incidents, the United States
Government treats crisis management and consequence
management as a single, integrated function rather than as two separate functions.
2. The Secretary of Homeland Security is the principal
federal official responsible for domestic incident
management. Pursuant to the Homeland Security Act of
2002, the Secretary is responsible for coordinating
Federal operations within the United States to prepare
for, respond to, and recover from terrorist attacks,
major disasters, and other emergencies. The Secretary
shall coordinate the Federal Government’s resources
utilized in response to or recovery from terrorist attacks, major disasters, or other emergencies if and when any
one of the following four conditions applies: (1)
a Federal department or agency acting under its own
authority has requested the assistance of the Secretary; (2) the resources of State and local authorities are
overwhelmed and Federal assistance has been requested
by the appropriate State and local authorities;
(3) more than one Federal department or agency
has become substantially involved in responding to the
incident; or (4) the Secretary has been directed to
assume responsibility for managing the domestic
incident by the President.
3. Nothing in this directive alters or impedes the ability to carry out the authorities of Federal departments and
agencies to perform their responsibilities under law. All Federal departments and agencies shall cooperate
with the Secretary in the Secretary’s domestic incident management role.
The following numbers are your link to the NWS, including severe weather emergencies.
Please use the numbers for their intended purpose.
NATIONAL WEATHER SERVICE
520 N. ELEVAR ST., OXNARD, CA 93030
ALL TELEPHONE NUMBERS ARE 805-988-XXXX
The NWS may also contact your jurisdiction for more information on potentially hazardous weather situations.
You are encouraged to report any unusual (funnel cloud, etc.) or other potentially hazardous weather situation to the NWS as quicly as possible. These numbers should be made available to your sheriff and fire dispatchers.
NUMBER LINE USE
6610 PUBLIC NUMBER BUSINESS HOURS/UNRESTRICTED
6611 RECORDED WEATHER 24 HOURS/UNRESTRICTED
6623 ADMIN-WARNING COORDINATION BUSINESS HOURS/INFORMATIONAL ONL Y 64 APPENDIX F
4. The Federal Government recognizes the roles and
responsibilities of State and local authorities in
domestic incident management. Initial responsibility
for managing domestic incidents generally falls on
State and local authorities. The Federal Government
will assist State and local authorities when their
resources are overwhelmed or when Federal interests
are involved. The Secretary will coordinate with State
and local governments to ensure adequate planning,
equipment, training, and exercise activities. The
Secretary will also provide assistance to State and local governments to develop all-hazards plans and
capabilities, including those of greatest importance to the security of the United States, and will ensure that State, local, and Federal plans are compatible.
5. The Federal Government recognizes the role that the
private and non-governmental sectors play in preventing, preparing for, responding to, and recovering from
terrorist attacks, major disasters, and other emergencies.
The Secretary will coordinate with the private and
non-governmental sectors to ensure adequate planning,
equipment, training, and exercise activities and to
promote partnerships to address incident management
capabilities.
6. The Attorney General has lead responsibility for
criminal investigations of terrorist acts or terrorist
threats by individuals or groups inside the United States or directed at United States citizens or institutions
abroad, where such acts are within the Federal
criminal jurisdiction of the United States, as well as for related intelligence collection activities within the
United States, subject to the National Security Act of
1947 and other applicable law, Executive Order 12333,
and Attorney General- approved procedures pursuant
to that Executive Order. Generally acting through the
Federal Bureau of Investigation, the Attorney General,
in cooperation with other Federal departments and
agencies engaged in activities to protect our national
security, shall also coordinate the activities of the other members of the law enforcement community to detect,
prevent, preempt, and disrupt terrorist attacks against the United States. Following a terrorist threat or an
actual incident that falls within the criminal jurisdiction of the United States, the full capabilities of the United States shall be dedicated, consistent with United States law and with activities of other Federal departments
and agencies to protect our national security, to assisting the Attorney General to identify the perpetrators and
bring them to justice. The Attorney General and the
Secretary shall establish appropriate relationships and mechanisms for cooperation and coordination between
their two departments.
7. Nothing in this directive impairs or otherwise affects the authority of the Secretary of Defense over the
Department of Defense, including the chain of
command for military forces from the President as
Commander in Chief to the Secretary of Defense, to the
commander of military forces, or military command
and control procedures. The Secretary of Defense
shall provide military support to civil authorities for domestic incidents as directed by the President or when consistent with military readiness and appropriate
under the circumstances and the law. The Secretary of
Defense shall retain command of military forces
providing civil support. The Secretary of Defense and
the Secretary shall establish appropriate relationships and mechanisms for cooperation and coordination
between their two departments.
8. The Secretary of State has the responsibility, consistent with other United States Government activities, to
protect our national security, to coordinate
international activities related to the prevention,
preparation, response, and recovery from a domestic
incident and for the protection of United States citizens and United States interests overseas. The Secretary
of State and the Secretary shall establish appropriate
relationships and mechanisms for cooperation and
coordination between their two departments.
9. The Assistant to the President for Homeland Security and the Assistant to the President for National
Security Affairs shall be responsible for interagency
policy coordination on domestic and international
incident management, respectively, as directed by
the President. The Assistant to the President for
Homeland Security and the Assistant to the President
for National Security Affairs shall work together to
ensure that the United States’ domestic and
international incident management efforts are
seamlessly united.
10. The Secretary shall ensure that, as appropriate,
information related to domestic incidents is gathered
and provided to the public, the private sector, State
and local authorities, Federal departments, and
agencies, and, generally, through the Assistant to the
President for Homeland Security, to the President. The
Secretary shall provide standardized, quantitative
reports to the Assistant to the President for Homeland
Security on the readiness and preparedness of the
Nation — at all levels of government — to prevent,
prepare for, respond to, and recover from domestic
incidents.
1 1. Nothing in this directive shall be construed to grant to any Assistant to the President any authority to issue
orders to Federal departments and agencies, their
officers, or their employees.
65 APPENDIX G
APPENDIX G:
PUBLIC ASSISTANCE
THROUGH CAL OES
Public agencies include state agencies and departments, cities, counties, city and county, school districts, community college districts, special districts and certain private non- profit agencies.
Listed below are a few types of assistance and authority. This is not an exhaustive list. For further information, visit the California Governor’s Office of Emergency Services website at http://www.caloes.ca.gov/cal-oes-divisions/recovery.
PROGRAM NAME AND AUTHORITY
• Type of Assistance.
• State Public Assistance.
• Director’s Concurrence with Local Emergency.
• Funding to restore damaged public infrastructure (e.g., roads, buildings, utilities).
• State Public Assistance.
• Governor’s Proclamation of a State of Emergency.
• Reimbursement of local emergency response costs,
debris removal and funding to restore damaged public
infrastructure.
FLAG
• Stafford Act.
• Reimbursement for fire suppression costs.
• Federal and State Public Assistance Presidential
Declaration of an Emergency.
• Reimbursement of local emergency response and debris
removal costs.
• Federal and State Public Assistance Presidential
Declaration of a Major Disaster.
• Funding to restore public infrastructure and
reimbursement of emergency response and debris
removal costs.
OTHER RESOURCES FOR RECOVERY INFORMATION ARE:
• Cal OES Public Assistance.
• Federal Public Assistance.
• California Disaster Recovery Framework.
66 APPENDIX H
APPENDIX H:
EMERGENCY CONTACTS
CITY OF PALMDALE
Maintenance
Building and Safety
Animal Care Center
Illegal Dumping
LA COUNTY
Animal Control
AV District Attorney
AV Juvenile Office
Building & Safety
Business License
Children’s Services
Code Enforcement
Courthouse
Day Care Licensing
Fire Prevention
City of Lancaster – Fire Prevention
Health Department
Housing Rights
Information Line
Illegal Dumping
City of Lancaster – Illegal Dumping
Regional Planning
Registrar Recorder
Section 8
Section 8 Fraud
Public Works
Sheriff’s Department
Tax Assessor
Vector Control
661-267-5338
661-267-5353
661-575-2888
661-267-5300
562-940-6898
661-974-7700
661-945-6435
661-524-2390
661-723-4492
661-223-4200
661-267-5234
661-483-5536
661-789-6944
661-947-2111
661-949-6319
888-700-9995
800-477-5977
213-974-1234
661-947-7433
888-8-DUMPING
213-974-641 1
800-201-8999
661-575-151 1
877-881-7233
661-947-7173
661-272-2400
888-807-21 1 1
661-942-2917
OUTSIDE UTILITIES
AT&T
HdL Business License
LA County Waterworks
Palmdale Water
SoCal Edison
SoCal Edison Lights
SoCal Gas
Spectrum Cable
WM - Landfill
WM – Service Billing
VARIOUS CONTACTS
24-Hour Signal Technician
America’s Job Center of California
City of Lancaster – City Hall
City of Lancaster – Code Enforcement
Department of Consumer Affairs
Housing & Community Development
(oversees Mobile Home Parks)
Metrolink
Palmdale Chamber
Palmdale Regional Medical Center
Palmdale School District
Small Business Administration
Transportation Center
Valley Oasis Shelter
800-288-2020
661-247-8384
877-637-3661
661-947-41 1 1
800-655-4555
800-61 1-191 1
877-238-0092
866-874-2389
866-909-4458
661-947-7197
661-810-391 1
661-265-7421
661-723-6000
661-723-6121
800-952-5210
800-952-8356
800-371-5465
661-273-3232
661-382-5000
661-947-7191
800-827-5722
661-267-5977
661-945-6736
67APPENDIX I
APPENDIX I:
ACRONYMS AND
ABBREVIATIONS
A&E Architecture and Engineering
AC Area Command
ADA Americans with Disabilities Act
APCD Air Pollution Control District
ARC American Red Cross
ARES Amateur Radio Emergency Services
ASCS U.S. Agricultural Stabilization and
Conservation
BLM Bureau of Land Management
BOR Bureau of Reclamation
CAA Clean Air Act
CALDAP California Disaster Assistance Program
CALTRANS California Department of Transportation
CALWAS California Warning System
CAN Community Alert Network
CAO Chief Administrative Office(r)
CAT Crisis Action Team
CAV Community Assistance Visit
CCA Comprehensive Cooperative Agreement
CCC California Conservation Corps
CCP Casualty Collection Points
CD Civil Defense
CDBG Community Development Block Grant
CDC Centers for Disease Control, U.S. Public
Health Service
CDF California Department of Forestry
CEM Comprehensive Emergency Management
CEO Chief Executive Officer
CEP Comprehensive Emergency Planning
CEQA California Environmental Quality Act
CERCLA Comprehensive Environmental Response
Compensation and Liability Act CESA
California Emergency Services Association
CESFRS California Emergency Service Fire Radio
System
CESRS California Emergency Services Radio System
CFR Code of Federal Regulations
CHP California Highway Patrol
CLEMARS California Law Enforcement Mutual Aid Radio
System
CLERS California Law Enforcement Radio System
CLETS California Law Enforcement
Telecommunications System
COE Corps of Engineers (US Army)
COG Continuity of Government
CPG Civil Preparedness Guide
CPI Consumer Price Index
CWA Clean Water Act
DA Damage Assessment
DAC Disaster Application Center
DAE Disaster Assistance Employee
DAP Disaster Assistance Programs
DCS Disaster Communications Service
DFCO Deputy Federal Coordinating Officer
DFO Disaster Field Office
DHA Disaster Housing Assistance
DHHS Department of Health and Human Services
DHS Department of Homeland Security
DLS Disaster Legal Services
DOB Duplication of Benefits
DOC Department Operations Center
DOD Department of Defense
DOE Department of Energy
DOJ Department of Justice
DOL Department of Labor
DOT Department of Transportation
DP Disaster Preparedness
DSA Division of the State Architect (California)
DSR Damage Survey Report
DUA Disaster Unemployment Assistance
DWI Disaster Welfare Inquiry
DWR California Department of Water Resources
EAS Emergency Alert System
ED United States Department of Education
EDD Employment Development Department
EEO Equal Employment Opportunity
EIR Environmental Impact Review
EMA Emergency Management Assistance
EMI Emergency Management Institute
EMMA Emergency Managers Mutual Aid
EMP Electromagnetic Pulse
EMSA Emergency Medical Services Authority
EMS Emergency Medical Services
EMT Emergency Medical Technician
EOC Emergency Operations Center
EOP Emergency Operating Procedures
EOP Emergency Operations Plan
EPA Environmental Protection Agency
EPI Emergency Public Information
ER Emergency Relief Program
ESA California Emergency Services Act
ESA Endangered Species Act
ESC Emergency Services Chief
FA Fire Administration
FAA Federal Aviation Administration
FAS Federal Aid System Road
FAST Federal Agency Support Team
FAX Facsimile
FBI Federal Bureau of Investigation
FCC Federal Communications Commission
FCO Federal Coordinating Officer
FEMA Federal Emergency Management Agency
68 APPENDIX I
FFY F ederal Fiscal Year
FHWA F ederal Highway Administration
FIA F ederal Insurance Administration
FIPS F ederal Information Processing Standards
FIRESCOPE Firefighting R esources of California
(Organized for P otential Emergencies)
FMHA F armers Home Administration
FPM Flood Plain Management
FRERP F ederal Radiological Emergency Response
Plan
FTB Franchise T ax Board (State of California)
GAR Go vernor’s Authorized Representative
GIS Geographic Information S ystem
GSA General Service s Administration
HAZMAT Hazardous Materials
HEW U .S. Department of Health, Education and
Welfare
HM Hazard Mitigation
HMGP Hazard Mitigation Grant Program
HMO Hazard Mitigation Officer
HMT Hazard Mitigation T eam
HUD Housing and Urban De velopment Program
IA Individual A ssistance
IA/O Individual A ssistance/Officer
IC Incident Commander
ICC Inter state Commerce Commission
ICP Incident Command P ost
ICS Incident Command S ystem
IFG Individual and F amily Grant Program
IG In spector General
IRMS Information R esources Management Service
IRS U .S. Internal Revenue Service
JDIC Justice Data Interface Controller
JIC Joint Information Center
JIS Joint Information S ystem
JPA Joint P owers Agreement
JPIC Joint Public Information Center
LGAC Local Go vernment Advisory Committee
MACS Multiagency Coordination S ystem
MARAC Mutual Aid R egional Advisory Committee
MC Mobilization Center
MCR Military Communication s Representative
MHFP Multi-Hazard Functional Plan
MOA Memorandum of Agreement
MOU Memorandum of Under standing
MRA Mortgage and R ental Assistance Program
MRE Meals R eady to Eat
MSA Multi-Purpo se Staging Area
MTA Metropolitan T ransit Authority
NAWAS National W arning System
NCCEM National Coordinating Council on Emergency
Management
NCS National Communication s System
NCSP National Communication s Support System
NCSRM National Communication s System Regional
Manager
NDAA California Natural Disa ster Assistance Act
NDEA National Defen se Education Act
NDMS National Disa ster Medical System
NECC National Emergency Coordination Center
NEIS National Earthquake Information Service
NEST Nuclear Emergency Search T eam
NETC National Emergency T raining Center
NFA National Fire A cademy
NFDA National Funeral Director s Association
NFIP National Flood In surance Program
NHC National Hurricane Center
NHPA National Historic Pre servation Act
NIFCC National Interagency Fire Coordination
Center , U.S. Forest Service
NIMS National Incident Management S ystem
NOAA National Oceanic and A tmospheric
Administration
NOI Notice of Intere st
NRC Nuclear R egulatory Commission
NRP National R esponse Plan
NRT National R esponse Team
NWS National W eather Service
OA Operational Area
OASIS Operational Area Satellite Information S ystem
OES Office of Emergency Service s
OFA Oth er Federal Agencies
OMB Office of Management and Budget (F ederal)
OPA Oil P ollution Act
OPM Office of P ersonnel Management
OSA California Office of th e State Architect
OSHA Occupational Safety and Health
Administration
PA Public Affair s
PA Public A ssistance
PAO Public Affair s Officer
PA/O Public A ssistance Officer
PDA Preliminary Damage A ssessment
PDH P ackaged Disaster Hospital
PDS Profe ssional Development Series
PFT P ermanent Full-Time Employee
PIO Public Information Officer
PL Public La w - U.S. Public Law 93-288, Federal
Disa ster Relief Act of 1974
PNP Priv ate Non-profit Organization
PSI P ounds per Square Inch
PSR P ersonal Service Radio
PUC California Public Utilitie s Commission
RACES R adio Amateur Civil Emergency Services
RADEF R adiological Defense
RCP R egional Oil and Hazardous Substances
P ollution Contingency
RD R egional Director (FEMA)
69APPENDIX J
REACT Radio Emergency Associated Communication
Team
REC Regional Emergency Chief
REOC Regional Emergency Operations Center RM
Radiological Monitor
RO Radiological Officer
RRT Regional Response Team
SA Salvation Army
SAP State Assistance Program
SAR Search and Rescue
SARA Superfund Amendment and Reauthorization Act
SAST California State Agency Support Team
SBA Small Business Administration
SCAQMD South Coast Air Quality Management District
SCESA Southern California Emergency Services
Association
SCO State Coordinating Officer
SEMO State Emergency Management Office
SEMS Standardized Emergency Management System
SF Standard Form
SHMO State Hazard Mitigation Officer
SHPO State Historic Preservation Officer
SITREP Situation Report
SLPS State and Local Programs and Support
Directorate
SOC State Operations Center
SOP Standard Operating Procedure
STO State Training Officer
TH Temporary Housing
TSCA Toxic Substances Control Act
USACE United States Army Corps of Engineers
USAR United States Army Reserve
USDA U.S. Department of Agriculture
USFA United States Fire Administration
USGS United States Geological Survey
VA Veterans Administration
VSAT Very Small Aperture Terminal
APPENDIX J:
GLOSSARY OF TERMS
“Action Plan” means the plan prepared in the EOC containing the emergency response objectives of that SEMS level
reflecting overall priorities and supporting activities for a designated period.
“Disaster” means a sudden and extraordinary misfortune, a calamity that threatens or affects extraordinary loss of life or property.
“Emergency” means a condition of disaster or of extreme peril to the safety of persons and property within the state caused by such conditions as air pollution, fire, flood, hazardous material incident, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestations or disease, the governor’s warning of an earthquake or volcanic prediction, or an earthquake or other conditions, other than conditions resulting from a labor controversy.
“Emergency Operations Center” means a location from which centralized emergency management can be performed.
“Emergency Response Agency” means any organization
responding to an emergency, whether in the field, at the scene of an incident, or to an EOC, in response to an
emergency, or providing Mutual Aid support to such an
organization.
“Emergency Response Personnel” means personnel involved with an agency’s response to an emergency.
“Incident” means an occurrence or event, either human-
caused or by natural phenomena, that requires action by Emergency Response Personnel to prevent or minimize loss of life or damage to property and/or natural resources. “Incident Action Plan” means the plan developed at the
field response level, which contains objectives reflecting the overall incident strategy, specific tactical actions and supporting information for the next operational period. The plan may be oral or written.
“Incident Commander” means the individual responsible for the command of all functions at the field response level. “Incident Command System (ICS)” means a nationally used standardized on-scene emergency management concept
specifically designed to allow its user(s) to adopt an
integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS is the field-level component of SEMS. It is the combination of facilities, equipment, personnel, procedures, and communications
operating within a common organizational structure, with responsibility for the management of resources to effectively accomplish stated objectives pertinent to an incident.
“Local Government” means local agencies as defined in
Government Code §8680.2 and special districts as defined in California Code of Regulations, Title19, Division 2, Chapter 5, NDAA, §2900(y).
“Master Mutual Aid Agreement” means the California Disaster and Civil Defense Master Mutual Aid Agreement made
and entered into by and among the State of California, its various departments and agencies, and the various political subdivisions of the State. The agreement provides for the support of one jurisdiction by another.
70 APPENDIX J
“Multiagency or Interagency Coordination” means the
participation of agencies and disciplines involved at any level of the SEMS organization, working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.
“Mutual Aid” means voluntary aid and assistance in the event that a disaster should occur by the interchange of services and facilities, including, but not limited to, fire, police, medical and health, communication, and transportation
services and facilities, to cope with the problems of rescue, relief, evacuation, rehabilitation and reconstruction which would arise in the event of a disaster. Mutual Aid is designed to ensure that adequate resources, facilities, and other support are provided to jurisdictions whenever resources prove to be inadequate.
“Mutual Aid Region” means a subdivision of the state
emergency services organization established to facilitate the coordination of Mutual Aid and other emergency operations within an area of the state consisting of two or more county Operational Areas.
“Operational Area” means an intermediate level of the state emergency services organization, consisting of a county and all political subdivisions within the county area. The Operational Area is a special-purpose organization created to prepare for and coordinate the response to emergencies within a county area. Each county is designated as an
Operational Area. An Operational Area is used by the
county and the political subdivisions of the Operational Area for the coordination of emergency activities and to serve as a communication and coordination link between
the state’s emergency operating centers and the operating centers of the political subdivisions of the Operational Area.
The Operational Area augments, but does not replace any member jurisdiction.
“Planning ‘P’” - The Planning “P” is a graphical representation of the sequence and relationship of the meetings, work
periods, and briefings that comprise the Operational Period Planning Cycle.
“Political Subdivision” means any city, city and county, county, district, or other local governmental agency or public agency authorized by law.
“Standardized Emergency Management System (SEMS)” means a consistent set of rules and procedures governing the
overall operational control or coordination of emergency operations specified in regulations (CCR Title 19, Division 2, §2400 et sec). It identifies the direction of field forces and the coordination of joint efforts of government and private agencies at each level of the statewide emergency organization. ICS is the field-level component of SEMS. “State of Emergency” means the duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the state caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestation or disease, the governor’s warning of an earthquake or volcanic prediction, or an earthquake or other conditions, other than conditions resulting from a labor controversy or conditions causing a “state of war emergency,” which conditions are or are likely to be beyond the control of the services, personnel, equipment, and facilities of any single county, city and county, or city requires the combined forces of a Mutual Aid region or regions to combat, or with respect to regulated energy utilities, a sudden and severe energy shortage requires extraordinary measures beyond the authority vested in the California Public Utilities Commission. 71 72 APPENDIX J
EMERGENCY
OPERATIONS
PLAN 2025
City Council Staff Report
DATE: OCTOBER 7, 2025
TO: HONORABLE MAYOR PRO TEM AND CITY COUNCIL
FROM: PUBLIC WORKS DEPARTMENT
CAPITAL IMPROVEMENT PROGRAM DIVISION
DISTRICT: ALL
SUBJECT: APPROVE DESIGN SERVICES AGREEMENT WITH DUKE
ENGINEERING FOR PN 524, MAINTENANCE YARD FLEET
BUILDING AND UTILITY UPGRADE, FOR A TOTAL NOT TO
EXCEED AMOUNT OF $ 248,946.25 FOR A TERM OF 120
CALENDAR DAYS FROM THE DATE OF THE NOTICE TO PROCEED
RECOMMENDATION
Staff recommend that the City Council:
1. Approve Design Services Agreement No. A-9288 with Duke Engineering for PN 524, Maintenance Yard Fleet Building and Utility Upgrade, for a total not to exceed amount of $248,946.25, which includes a contract amount of $216,475 plus a 15% contingency of $32,471.25, for a term of 120 calendar days from the date of the Notice to Proceed; and,
2. Authorize the Interim City Manager or his designee to execute Agreement No. A- 9288 with Duke Engineering, including minimal and/or non-substantial changes.
BACKGROUND
The City’s fleet maintenance operations currently take place in a 34 -year-old facility that no longer meets the needs of a growing and evolving fleet, particularly with the transition to electric vehicles (EVs). Aging infrastructure, regulatory changes, and the phase-out of high-emission vehicles have led to increased delays in servicing and repairs.
The proposed fleet facility, part of the Maintenance Center Master Plan, will address these challenges by providing:
EV charging infrastructure, including dedicated EV bays; High-capacity charging stations;
Advanced diagnostic tools for EV maintenance; and,
Report to Mayor Pro Tem and City Council
Re: Approve PN 524, Agrmt No. A-9288 with Duke Engineering October 7, 2025