Town of Paradise
Town Council Meeting Agenda
6:00 PM – August 09, 2022
Town of Paradise Council Chamber – 5555 Skyway, Paradise, CA
Meeting Procedures
I. The Mayor is the Presiding Chair and is responsible for maintaining an orderly meeting. The Mayor calls the meeting to order and introduces each item on the agenda.
II. The Town staff then provides a report to Council and answers questions from the Council.
III. Citizens are encouraged to participate in the meeting process and are provided several opportunities to address Council. Any speaker addressing the Council is limited to three minutes per speaker - fifteen minutes per agenda item A. If you wish to address the Council regarding a specific agenda item, please complete a “Request to Address Council” card and give it to the Town Clerk prior to the beginning of the meeting. This process is voluntary and allows for citizens to be called to the speaker podium in alphabetical order.
Comments and questions from the public must be directed to the Presiding Chair and Town Council Members (please do not address staff.) Town staff is available to address citizen concerns Monday through Thursday at Town Hall between the hours of 8am and 5pm.
B. If you wish to address Council regarding an item not on the agenda, you may do so under Item 4, “Public Communication.” Again, please fill out a card and give it to the Town Clerk before the meeting. State Law prohibits Council action on items not listed on a public agenda.
In compliance with the Americans with Disabilities Act (ADA) Compliance, persons who need special accommodations to participate in the Town Council meeting may contact the Town Clerk at least three business days prior to the date of the meeting to provide time for any such accommodation.
Town Manager, Kevin Phillips
Town Attorney, Scott E. Huber
Town Clerk, Dina Volenski
CDD, Planning & Onsite, Susan Hartman
CDD, Building & Code Enforcement, Tony Lindsey
Finance Director/Town Treasurer – Ross Gilb
Public Works Director/Town Engineer, Marc Mattox
Division Chief, CAL FIRE/Paradise Fire, Patrick Purvis
Chief of Police, Eric Reinbold
Recovery & Economic Development Director, Colette Curtis Human Resources & Risk Management Director, Crystal Peters Information Systems Director, Luis Marquez
Mayor, Steve Crowder
Vice Mayor, Greg Bolin
Council Member, Steve “Woody” Culleton
Council Member, Jody Jones
Council Member, Rose Tryon
1 1. OPENING
1a. Call to Order
1b. Pledge of Allegiance to the Flag of the United States of America 1c. Invocation
1d. Roll Call
1e. Camp Fire Recovery Updates - Written reports are included in the agenda packet:
p6 Colette Curtis, Recovery and Economic Development Director - Recovery projects, Advocacy, Economic Recovery and Development, Communications and Emergency Operations.
p9 Marc Mattox, Public Works Director/Town Engineer - Infrastructure and Sewer Update
p11 Tony Lindsey, CDD-Building and Code Enforcement - Code Enforcement Update
p13 Kate Anderson, Business and Housing Manager - Business and Housing Update
2. CONSENT CALENDAR
One roll call vote is taken for all items. Consent items are considered to be routine business that does not call for discussion.
2a. p15 Approve minutes from the July 12, 2022 Regular meeting and the July 20, 2022 Special meeting.
2b. p23 Approve July 2022 Cash Disbursements in the amount of $6,312,613.81
2c. p31 Adopt Resolution No. 2022-__, A Resolution of the Town Council of the Town of Paradise authorizing the Town of Paradise to enter into the joint exercise of powers agreement relating to the California CLASS and to invest in shares of the California CLASS and related matters
2d. p34 Review and file the 4th Quarter Investment Report for the Fiscal Year Ending June 30, 2022.
2e. p54 Declare the attached described equipment from the Paradise Police Department as surplus property; and Adopt Resolution No. 2022-__, A Resolution of the Town Council of the Town of Paradise declaring certain Town equipment to be surplus and obsolete and authorizing disposal through sale or donation by the Town Manger or his designee. 2f. p56 Approve the following Revised Program Supplement Agreements for the following projects to Administering Agency-State Agreement for Federal-Aid Projects, Agreement No. 03-5425F15:
PSA No. F020 Rev. 1 for Project Skway/Neal Bike/Ped - CML 5425 (043)
PSA No. F021 Rev. 1 for Project Oliver Curve Pathway - CML 5425 (044)
PSA No. F022 Rev. 1 for Project Pentz Pathway Phase II - CML 5425 (042) and,
2 3
Adopt Resolution No. 2022-__, A Resolution of the Town Council of the Town of Paradise authorizing the Town Manager, or designee, to sign the above listed Program Supplement Agreements to Administering AgencyState Agreement for Federal-Aid Projects, Agreement No. 03-5425F15. 2g. p81 Receive an update for the Stearns Rd Dry Creek Culvert Emergency repairs
2h. p83 Declare the attached described equipment consisting of Preliminary Alcohol Screening Devices as surplus property; and, Adopt Resolution No. 2022-__, A Resolution of the Town Council of the Town of Paradise declaring certain Town Equipment in the Police Department to be surplus property and obsolete and authorizing disposal by the Town Manager or his designee.
3. ITEMS REMOVED FROM CONSENT CALENDAR
4. PUBLIC COMMUNICATION
For matters that are not on the Council business agenda, speakers are allowed three (3) minutes to address the Council. The Town Council is prohibited from taking action on matters that are not listed on the public agenda. The Council may briefly respond for clarification and may refer the matter to the Town staff.
5. PUBLIC HEARINGS
For items that require a published legal notice and/or a mailed notice.
Public Hearing Procedure:
A. Staff Report
B. Mayor opens the hearing for public comment in the following order:
i. Project proponents (in favor of proposal)
ii. Project opponents (against proposal)
iii. Rebuttals – if requested
C. Mayor closes the hearing
D. Council discussion and vote
5a. p87 Open the duly noticed and scheduled public hearing and upon conclusion of public discussion of the proposed ordinance relating to development of land areas prone to flood hazard, consider adopting the recommended action; and 1. Consider waiving the first reading of the Town of Paradise Ordinance No. ____ and read by title only; and, 2. Introduce Town of Paradise Ordinance No. ___, “An Ordinance of the Town Council of the Town of Paradise Amending Paradise Municipal Code Chapter 8.55, Relating To The Development Of Land Areas Prone To Flood Hazard;” or,
3. Provide alternative action (ROLL CALL VOTE)
6. COUNCIL CONSIDERATION
Action items are presented by staff and the vote of each Council Member must be announced. A roll call vote is taken for each item on the action calendar. Citizens are allowed three (3) minutes to comment on agenda items.
6a. p96 Following the Town Council’s review of the Fiscal Year 2020/21 financial statement audit report, staff recommends that the Council receive and file the Report, as submitted. (ROLL CALL VOTE)
3 6b. p254 Upon conclusion of the public discussion regarding Paradise Municipal Code 8.04.010 relating to the Declaration of what constitutes an unlawful public nuisance;
1. Consider waiving the first reading of Town Ordinance No. ______and read by title only; and, 2. Introduce Town Ordinance No. _____. "An Ordinance of the Town Council of the Town of Paradise Amending Paradise Municipal Code 8.04.010 Relating to Declaration of what constitutes an unlawful public nuisance."; or, 3.Adopt an alternative directive to Town staff. (ROLL
CALL VOTE)
6c. p263 Consider accepting the Update to the Town of Paradise Emergency Operations Plan (EOP) as prepared by Constant Associates: or Provide alternate direction to staff. (ROLL CALL VOTE)
6d. p573 Consider appointing two Councilmembers to a committee of stakeholders with the purpose of creating business assistance programs; or Provide alternate direction to staff.
6e. p574 Consider adopting the following resolutions:
Resolution No. 2022-____, “A Resolution of The Town Council of The Town of Paradise, Fixing the Employer’s Contribution Under the Public Employees’ Medical And Hospital Care Act at an Equal Amount for Employees and Annuitants with Respect to Recognized Employee Organization 002 Management Unit”
Resolution No. 2022-____, “A Resolution of The Town Council of The Town of Paradise, Fixing the Employer’s Contribution Under the Public Employees’ Medical And Hospital Care Act at an Equal Amount for Employees and Annuitants with Respect to Recognized Employee Organization 003 Confidential & Mid-Management Unit”
Resolution No. 2022-____, “A Resolution of The Town Council of The Town of Paradise, Fixing the Employer’s Contribution Under the Public Employees’ Medical And Hospital Care Act at an Equal Amount for Employees and Annuitants with Respect to Recognized Employee Organization 004 Police Management and Mid-Management”
Resolution No. 2022-____, “A Resolution of The Town Council of The Town of Paradise, Fixing the Employer’s Contribution Under the Public Employees’ Medical And Hospital Care Act at an Equal Amount for Employees and Annuitants with Respect to Recognized Employee Organization 006 General Employees Unit”; or, Refer recommended resolutions back to staff for further development. (ROLL CALL VOTE)
7. COUNCIL INITIATED ITEMS AND REPORTS
7a. Council initiated agenda items -
7a. p584 Consider designating a voting delegate and two (2) alternate(s) and providing direction to the Town's voting delegate regarding the League of California Cities proposed Resolution(s) for the 2022 League General Assembly to be held September 7-9, 2022 in Long Beach, CA. 7b. Council reports on committee representation
7c. Future Agenda Items
4 5
8. STAFF COMMUNICATION
8a. Town Manager Report
9. CLOSED SESSION
9a. Pursuant to Government Code Section 54956.9(d)(4), the Town Council will meet with the Town Manager and Town Attorney to consider initiation of litigation - six (6) potential cases.
10. ADJOURNMENT
5 Town of Paradise
Council Agenda Summary
Date: August 9, 2022
1(e)
ORIGINATED BY: Colette Curtis, Recovery and Economic Development Director
REVIEWED BY: Kevin Phillips, Town Manager
SUBJECT: Monthly Recovery Update
LONG TERM
RECOVERY PLAN:
Yes
COUNCIL ACTION REQUESTED:
None
Background:
This report continues the Monthly Updates provided to keep the Town Council apprised of important developments related to the recovery of the Town of Paradise from the Camp Fire.
Included in this update are items related to recovery projects, advocacy economic recovery and development, communications and emergency operations.
Analysis:
ECONOMC DEVELOPMENT
Business Retention and Attraction
Big Lots is still moving forward in the old Rite Aid building. Opening date Fall 2022. A national clothing retailer is planning to occupy the other side of the old Kmart building, next to Tractor Supply. We expect to receive their permit applications in the next several weeks.
The Town is working with the property owners and developers to continue filling available spaces.
CDBG-DR Economic Development
Town staff is working with the County on potential projects for these funds when they become available. The Town and County will not be able to apply for the funding, as it is designated for workforce support agencies. Both the Town and County are actively meeting with those agencies to coordinate potential projects.
Business Assistance Programs
Following Council approval in the 2022-23 Fiscal Year budget, a stakeholder committee will be formed in the next several weeks to help draft guidelines for three business assistance programs utilizing ARPA funds:
o A sign removal/replacement program.
o A program for businesses returning to Paradise after the fire. o A program for new businesses investing in Paradise.
Council will appoint two members to the committee during item 6d. 6 RECOVERY
Abatement Update:
11 property owners enrolled in the private program and have not removed their hazardous trees. (No change from July Council Report)
115 property owners who have not removed their hazardous trees. (-5 from July Council Report)
There are currently 126 properties at risk for abatement. This is down from 1500 in July 2020 and 850 in January of 2021.
We mailed CAT4 Tree Removal Program applications to all properties remaining on the list.
We anticipate winding down outreach and moving more properties forward with legal process this fall.
Early Warning System
The Early Warning System was fully approved in April 2022 A contract was awarded in July 2022.
We are actively working through pre-construction tasks and moving the project forward toward intended completion in Spring 2023.
Residential Ignition Resistant Retrofit Program
Undergoing Federal Environmental Review. We anticipate this process will be complete this Fall.
All other Town required action items are complete
Phase 1 process of enrollment is being formalized with the intent to open to applicants this Fall.
Hazardous Fuels Reduction Program
Undergoing Federal Environmental Review. We anticipate this process will be complete this Fall.
All other Town required action items are complete.
Category 4 Tree Removal Program
We have awarded an arborist contract and expect to begin assessments in August. We opened the program to applicants on July 25th, and received a strong response with 50 applicants in the first 4 days.
Tree cutting process would commence after full phase 2 approval of submitted tree inventory.
Defensible Space Code Enforcement
Undergoing Federal Environmental Review. We anticipate this process will be complete this Fall.
All other Town required action items are complete.
7 COMMUNICATIONS
Video Series
The third video in a series of three is in production now, it will focus on economic development and business attraction.
Chico State World Learning Panel
The Town participated in the Chico State World Learning Panel for 20 Iraqi students on July 18th by hosting a panel discussion on recovery and resilience after the Camp Fire.
League of California Cities Annual Conference
The Town has been selected for two speaking engagements at the Cal Cities Conference September 7-9.
o A speed session on Infrastructure Recovery after Disaster, presented by Marc Mattox, Public Works Director.
o A panel discussion on Lessons Learned after the Most Destructive Fires in California History, presented by Town Manager Kevin Phillips, Recovery and Economic Development Director Colette Curtis, and Sean McGlynn, former City Manager for the City of Santa Rosa.
The Town will also have a booth at the Expo with information on our Long Term Community Recovery Plan.
EMERGENCY MANAGEMENT
The updated Emergency Operations Plan (EOP) has been completed and is on tonight’s agenda for Council acceptance under item 6c.
Monthly training sessions for each EOC section have begun. A table top EOC exercise is being planned for fall.
Financial Impact:
None.
8 1
TOWN OF PARADISE
Council Agenda Summary
Date: August 9, 2022
Agenda No. 1(e)
ORIGINATED BY: Marc Mattox, Public Works Director / Town Engineer REVIEWED BY: Kevin Phillips, Town Manager
SUBJECT: Camp Fire Recovery Updates - Infrastructure
COUNCIL ACTION REQUESTED:
1. None, written monthly update only.
Background:
This report continues the Monthly Disaster Recovery Updates provided to keep the Town Council apprised of important developments related to the recovery of the Town of Paradise from the Camp Fire.
Analysis:
Road Rehabilitation
As previously covered in related Agenda Summaries and Updates, the Town of Paradise has secured funding from both FEMA and Federal Highways Administration for the purposes of road rehabilitation associated with Camp Fire damages from the fire itself, debris removal and tree removal operations. These projects cover all Town of Paradise publicly owned and maintained roadways.
A paving plan has been published here:
https://www.google.com/maps/d/u/2/edit?mid=1tRv2WKM6-cppRfHKscuKGQguwgXiE7HJ&usp=sharing This paving plan informs residents of which roads are expected to be paved in which calendar year. The plan will be updated frequently as actual field conditions change.
The first project in this series, Skyway between Crossroads and Westchester Way has started construction with minor road work during daytime hours and major work during evening hours in late August and September.
Paradise Sewer Project
Efforts for Past Month:
Previous Updates: The Central Valley Regional Water Quality Control Board (Regional Board) hosts meetings of the Sewer Regionalization Project Advisory Committee (SRPAC).
The SRPAC last met on March 21st at the City of Chico council chambers and finalized the first draft of the Principles of Agreement (POA). The POA will serve as a starting point for drafting an inter-municipal agreement (IMA) between Paradise and Chico to address treatment of Paradise wastewater at the Chico Water Pollution Control Plant. Information about SRPAC meetings, including agendas and meeting minutes, are at www.paradisesewer.com.
9 2
On July 14th, released the Draft EIR for a 45-day public comment period (comments due by August 29th).
Continued to update the project’s public website (www.paradisesewer.com), including providing access to the Draft EIR and the ability to provide comments. Continued working on the first draft of the IMA.
Continued funding application efforts.
Efforts for Next Month:
Hold three public meetings to receive comments on the Draft EIR:
o Monday, August 8th, 6:00-7:30 pm. Chico Old Municipal Building, 441 Main Street, Chico
o Wednesday, August 10th, 12:30-2:00 pm and 6:00-7:30 pm. Paradise Alliance Church (CMA Church), 6491 Clark Road, Paradise
Begin work on response to the Draft EIR comments, after the comment period closes. Continue work on the first draft of the IMA, for review by City of Chico staff. Continue funding application efforts.
10
Town of Paradise
Council Agenda Summary
Date: August 9th, 2022
Agenda Item: 1(e)
ORIGINATED BY: Tony Lindsey, Community Development
Director, Building & Code Enforcement
REVIEWED BY: Kevin Philips, Town Manager
SUBJECT: Camp Fire Recovery Updates – Code Enforcement
LONG TERM
RECOVERY PLAN:
No
COUNCIL ACTION REQUESTED:
Code Enforcement Update – No Council action requested
Background:
The mission of the Code Enforcement Division is to promote and maintain a safe and desirable living and working environment. We help maintain and improve the quality of our community by administering a fair and unbiased enforcement program to correct violations of municipal codes and land use requirements. We work with residents, neighborhood associations, public service agencies, and other Town departments to:
Facilitate voluntary compliance with Town codes.
Empower community self-help programs.
Develop public outreach programs.
Establish community priorities for enforcement programs.
Analysis:
Code Enforcement receives complaints of violations from staff and general community members.
Each complaint is investigated and verified by our Officers.
Total Temporary Use Permits (TUPs) issued under Urgency Ordinance 612 were 628 (42 Storage/586 Occupied). As of 7/27/2022, only 280 are still active (Exhibit A) :
Storage only – 38
Occupied – 242 (79% are owner applied/occupied)
RV Code Enforcement activity for the reporting period (July 1 st
-July 28th) (Exhibit B) :
Occupied sites without TUPs – 60
Occupied sites with TUP Violations – 6
Compliance gained/RV cases closed – 10
o 5 RVs were removed (one site had 2 RVs)
o 6 Violations resolved (weed & debris removed, building permit issued) To date, Civil Abatement Cases forwarded to Town Attorney – 28. Town Attorney gained compliance on 8 cases, and 20 remain eligible for abatement. 11
The Community Enhancement Outreach Team, consisting of Fire Prevention, Police, Housing, Disaster Case Managers (DCMs), and Code Enforcement staff, visited 66 RV sites (61 with TUPs and 5 without a TUP issued). The team contacted 30 community members in June:
o 12 were tenants and did not own property
o 8 owner-occupied, 4 Tenants
o 1 purchased the property post-Camp Fire
o 9 supplied contact information to DCM staff
Other Code Enforcement Items:
Abandoned Vehicle Authority abatements – 12
o 6 voluntarily self abated
o 6 towed (1 RV, 1 Van, 2 SUV’s, 2 Sedans)
Complaints regarding waste and refuse, zoning, building without permits, camping, grading, fire hazards, Cannabis, Obstructions in Right of Way, etc.
Fire Prevention is built upon the philosophy of three main objectives: Education, Engineering, and Enforcement. Fire Prevention is a vital function in the community and our continued economic development. Our defensible space and hazardous fuel management ordinance require property owners to keep their parcels fire safe, whether they live in Town or not. The Fire Prevention staff is tasked with performing weed abatement inspections on 11,081 parcels within our community.
Beginning April 1st, 2022, the Town started requiring property title transfers to obtain a Certificate of Compliance with our Defensible Space regulations. During June:
Clearance requests received – 70 (94 in June)
First inspection compliance rate – 67% (65% in June)
Certificates issued – 55 (69 in June)
Land Surveyor’s Certifications on file – 14 (20 in June) The following is the number of town-wide Defensible Space Program inspections completed as of 7/29/2022:
Compliant – 6,333 (compliance rate of 57% increase of 1,002 from last month) Non-compliant – 4,333 (decrease of 998 from last month) Code Enforcement Referrals for citation – 415 Active Code Cases 12 Town of Paradise
Council Agenda Summary
Date: August 12, 2022
Agenda Item: 1(e)
ORIGINATED BY: Kate Anderson, Housing Program Manager
REVIEWED BY: Kevin Phillips, Town Manager
SUBJECT: Housing Recovery Update
LONG TERM
RECOVERY PLAN:
No
COUNCIL ACTION REQUESTED:
None
Background:
This report continues the housing update provided to keep the Town Council apprised of important developments related to housing recovery in the Town of Paradise from the Camp Fire. Included in this update are a summary of the housing programs, with overall interest and changes from the last report.
Analysis:
Approximately 1,377 housing units survived the fire (1,087 SFRs, 126 MHUs, 164 MFUs) PLUS 1,810 (+38) housing units that have received a Certificate of Occupancy post-fire (1,478 SFRs, 332 MFUs) EQUALS 3,187 habitable housing units to-date which represents 26.53% of our pre-disaster housing stock.
Rebuild Advocate Program
The Town of Paradise has Rebuild Advocates to assist with navigating insurance, FEMA or SBA; understanding additional financing options; selecting a contractor; submitting plans, or any part of the rebuild process. Advocates are here to help overcome the challenges of rebuilding. To-date 911 (+23) households have sought Rebuild Advocate services, most have had multiple interactions; 787 (-30) emails were exchanged, 128 (+48) calls took place, and 35 (+7) walk-ins were assisted.
Town of Paradise Owner-Occupied Rehabilitation/Reconstruction Program ($23 million) The intention of this program is to help homeowners bring substandard living conditions up to a standard level. Minimum of $2,000 in repairs, maximum up to $467,250 but most are limited to $150,000. Deferred loan with no payments for 30 years as long as you continue to own and reside at the property; low interest rate (3% simple interest for the first 10 years); forgiveness of all Interest after year 20.
To-date 20 (+5) homes rebuilt, 19 (-1) under construction and 35 (-2) in the application process. Now working directly with ReCoverCA.
State of California/ReCoverCA: Owner-Occupied Rehabilitation/Reconstruction Program ($47 million across state)
The Owner-Occupied Rehabilitation and Reconstruction Program (OOR) is designed to address homeowners’ unmet rehabilitation and reconstruction needs within federally declared disaster 13 areas. Grants of up to $500,000 for eligible disasters are available to cover unmet needs remaining if insurance, SBA loans, FEMA, legal settlement, and other resources do not fully cover the cost of rebuilding a home.
To-date 1 (+1) home rebuilt, 3 (+3) permits issued, 5 (-2) have been submitted for plan review, 222 (-16) applications in process, 1,204 (+20) surveys received. Survey deadline was July 30, 2022.
Town of Paradise First-Time Homebuyer Program
The intention of this program is to help make home-ownership more affordable by providing assistance toward the purchase price and closing costs of an owner-occupied, affordable housing unit. Maximum assistance is based on household’s affordability and program regulations, and maximum purchase price is $467,250. Deferred loan with no payments for 30 years as long as you continue to own and reside at the property; low interest rate (1% simple interest for the first 10 years).
To-date 5 (+0) homes purchased and 7 (-1) applications in process. Teaming up with Habitat and CHIP.
Town of Paradise Septic Grant Program ($570,000)
Aims to assist Camp Fire survivors to repair or replace septic systems damaged or destroyed during the Camp Fire or subsequent clean-up efforts. Grants up to $17,000 may assist qualifying property owners who were uninsured or underinsured. No income limits. Eligible repairs include:
septic tank repair or replacement, leach line repair or replacement, complete replacement of gravity-fed, pressure dosed and engineered systems. Owner must: have owned property at the time of the fire, submit an application, have their system inspected with necessary repairs identified, and provide insurance claim and/or FEMA assistance. To-date 37 (+7) applications in process, 12 (+2) applications approved, 4 (+2) completed.
CDBG-DR Multifamily Rental Housing Program ($55 million) Goal is to create affordable rental housing
Large projects (8+ units): 3 (+0) project applications received, 2 (+1) known projects preparing applications. Over-the-counter funding.
Small projects (1-7 units) program still in development.
HOME Infill New Construction ($700,000)
Create affordable housing for first-time homebuyers; able to assist prior renters who purchased land after the fire. Funding to cover construction, permanent financing similar to First-Time Homebuyer program above.
Establishing guidelines for HCD approval.
Additional resources
Butte County Community Development: similar programs. https://www.buttecounty.net /economicdevelopment/Community-Development or call (530) 552-3338 Rebuild Paradise Foundation: annual Expo, mastered floor plans, grants to help with infrastructure costs, insurance resources. https://www.rebuildparadise.org/ USDA Rural Development: offers loans that can acquire property, assist with construction financing, and ultimately be the permanent financing; also loans/grants for repairs. https://www.rd.usda.gov/programs-services/single-family-housing-programs or call the Oroville office at (530) 534-0112
Habitat for Humanity of Butte County: 10 home/year for 3 years https://www.buttehabitat.org/ or call (530) 332-0821
Community Housing Improvement Project: 4 new self-help builds plus OOR self-help https://www.chiphousing.org/ or call (530) 891-6931.
Financial Impact:
None.
14 TOWN COUNCIL
Meeting Minutes
6:00 PM – July 12, 2022
1. OPENING
The Regular meeting of the Paradise Town Council was called to order by Mayor Crowder at 6:00 p.m. in the Town Council Chamber located at 5555 Skyway, Paradise, California who led the Pledge of Allegiance to the Flag of the United States of America. An Invocation was offered by Council Member Culleton.
COUNCIL MEMBERS PRESENT: Greg Bolin, Steve “Woody” Culleton, Jody Jones, Rose Tryon and Steve Crowder, Mayor
COUNCIL MEMBERS ABSENT: None
STAFF PRESENT: Town Manager Kevin Phillips, Town Attorney Scott E. Huber, Town Clerk Dina Volenski, Finance Director/Town Treasurer Ross Gilb, Information Systems Director Luis Marquez, Public Works Director Marc Mattox (via Teams), Recovery and Economic Development Director Colette Curtis, Business and Housing Manager Kate Anderson, Police Chief Eric Reinbold, Battalion Chief Rick Manson and Recovery and Economic Development Project Manager Brian Solecki.
1a. Camp Fire Recovery Updates - Written reports were included in the agenda packet: (110-60-061)
Colette Curtis, Recovery and Economic Development Director - Recovery projects, Advocacy, Economic Recovery and Development,
Communications and Emergency Operations.
Marc Mattox, Public Works Director/Town Engineer - Infrastructure and Sewer Update
Tony Lindsey, CDD-Building and Code Enforcement - Code Enforcement Update
Kate Anderson, Business and Housing Manager - Business and Housing Update
2. CONSENT CALENDAR
MOTION by Jones, seconded by Bolin, approved consent calendar items 2a through 2e. Roll call vote was unanimous.
2a. Approved minutes from the June 14, 2022, Special and Regular meetings and the June 29, 2022 Special meeting.
2b. Approved June 2022 Cash Disbursements in the amount of $2,817,833.49. (310-10-034)
15 2c. 1. Adopted Resolution No. 2022-45, “A Resolution of the Town Council of the Town of Paradise Certifying to the County of Butte the Validity of the Legal Process Used to Place Direct Charges (Special Assessments) on the Secured Tax Roll”; and, 2. Authorized the Town Manager and Finance Director to approve direct charge (special assessment) changes; and, 3.
Authorized the Town Manager and Finance Director to execute the governing authority certification related to the direct assessments on the property tax roll. (550-40-051, 510-20-107, 540-10-020) 2d. Authorized the Town Manager to execute an extended license agreement with Nicki Jones relating to the proposed license area expansion at 6265 Skyway, Paradise, CA. (510-20-265)
2e. Received a written update for the Stearns Rd. Dry Creek Culvert Emergency repair project. (950-40-067)
3. ITEMS REMOVED FROM CONSENT CALENDAR - None
4. PUBLIC COMMUNICATION
1. Shawn Shingler is concerned with a piece of property in Town that he thinks is being mined for dirt; asked Council to consider revoking the grading permit on the property and asked if Council was okay with this behavior and the destruction to property in the Town of Paradise.
2. Rich Gowins asked Council to consider the impact on families who live on private roads and the lack of accountability regarding truck hauling on private roads.
3. Ward Habriel thanked the community for supporting the Garden Club Annual Tour and suggested that the Town have a monthly or quarterly publication/flyer that would provide information to the public about the good things going on in Town.
5. PUBLIC HEARINGS
5a. Town Manager Phillips requested the Council open the public hearing to solicit comments and/or suggestions regarding the official naming of an existing private access easement located in the Town of Paradise to be named Papa Nana Lane.
Mayor Crowder opened the public hearing at 6:25 p.m.
There were no public comments.
Mayor Crowder closed the public hearing at 6:25 p.m.
MOTION by Bolin, seconded by Culleton, adopted Resolution No. 2022- 46, “A Resolution of the Town Council of the Town of Paradise Officially Naming an Existing Private Access Easement Located in the Town of Paradise to be Henceforth Named: Papa Nana Lane.” Roll call vote was unanimous. (950-65-006)
16 6. COUNCIL CONSIDERATION
6a. Town Treasurer/Finance Director Ross Gilb provided a brief overview of the 2022/2023 Fiscal Year Budget, which was previously presented at a Special Town Council meeting on June 29, 2022 and requested the Town Council adopt the following Resolutions. (The Town of Paradise Budget document is available for review at https://www.townofparadise.com/meetings ) Town Council approved Resolutions 2022-47 through 2022-52 with one motion and a unanimous roll call vote.
1. MOTION by Bolin, seconded by Culleton, adopted Resolution No. 2022-47 “A Resolution of the Town Council of the Town of Paradise Adopting the Final Budget for the Town of Paradise Including all Attachments, Appendices, and other related Documents for the 2022-2023 Fiscal Year ending June 30, 2023”. Roll call vote was unanimous. (340-40-016)
2. MOTION by Bolin, seconded by Culleton, adopted Resolution No. 2022-48, “A Resolution of the Town Council of the Town of Paradise Approving and Adopting the Annual Appropriation Limit for Fiscal Year 2022-2023.” Roll call vote was unanimous. (340-40-016)
3. MOTION by Bolin, seconded by Culleton, adopted Resolution No. 2022-49, “A Resolution of the Town Council of the Town of Paradise Amending the General Fund Reserves for Fiscal Year 2022-2023.” Roll call vote was unanimous. (340-40-016)
4. MOTION by Bolin, seconded by Culleton, adopted Resolution No. 2022-50, “A Resolution of the Town Council of the Town of Paradise approving and Adopting the Town of Paradise Capital Improvement Plan (CIP) and Disaster Recovery Plan for the 2022-2023 Fiscal Year.” Roll call vote was unanimous. (340-40-016, 950-40-034)
5. MOTION by Bolin, seconded by Culleton, adopted Resolution No. 2022-51, “A Resolution of the Town Council of the Town of Paradise Approving the New Job Classification Descriptions.” Roll call vote was unanimous. (340-40-016, 610-10-017)
6. MOTION by Bolin, seconded by Culleton, adopted Resolution No. 2022-52, “A Resolution of the Town Council of the Town of Paradise, California adopting the amended Salary Pay Plan for Town of Paradise Employees for the Fiscal Year 2022-2023.” Roll call vote was unanimous. (340-40-016, 610-10-015, 610-10-017, 610-10-018)
6b. This item was removed from the agenda due to an inadvertent error with the agenda information included in the agenda packet. This item will be brought back at the next meeting for consideration.
Upon conclusion of the public discussion regarding the Defensible Space and Hazardous Fuel Management ordinance, adopt either the recommended action or an alternative action.1. Consider waiving the first 17 reading of Town Ordinance No. ______and reading by title only; and, 2.
Introduce Town Ordinance No. _____. "An Ordinance Amending Paradise Municipal Code Section 8.58.060 Relating to Defensible Space and Hazardous Fuel Management"; or, 4. Adopt an alternative directive to Town staff.
6c. Recovery and Economic Development Director Colette Curtis provided the Town Council with an overview of the proposed implementation of the Early Warning System project.
MOTION by Jones, seconded by Tryon to 1. Concur with staff’s recommendation of HQE Systems of Temecula, CA to complete final design, construct and implement to activation all aspects of the Town Early warning system; and, 2. Approved the Professional Services Agreement with HQE Systems; and, 3 Authorized the Town Manager and Town Mayor to execute the contract. Roll call vote was unanimous. (510-20-349) 6d. Public Works Director/Town Engineer Marc Mattox provided the Town Council with an overview of the project approving the plans and specifications for CDBG Skyway Sidewalk Infill project.
MOTION by Bolin, seconded by Tryon, adopted Resolution No. 2022-53, “A Resolution of the Town Council of the Town of Paradise Approving the Plans and Specifications for CDBG Skyway Sidewalk Infill Project and Authorizing Advertisement for Bids on the Project.” Roll call vote was unanimous. (950-40-068)
6e. Public Works Director/Town Engineer Marc Mattox provided the Town Council with an overview of the Off-System Culvert Repair Project that was created by the Camp Fire. Mr. Mattox informed the Town Council that staff was recommending the Town Council award the bid to the second lowest bidder as there were deficiencies with the proposal submitted by Northstate Earth and Water, Inc.
1. Georgetta Fitzgerald, from Northstate Earth and Water, Inc., asked the Town Council to reconsider approving the contract with Allen Gill Construction (second lowest bidder) and consider authorizing Northstate Earth and Water, the lowest bidder, to move forward with the contract despite omissions made in the submitted proposal.
Town Attorney Huber stated that the issues discovered in the submitted proposal were considered “Legal Deficiencies” that could not be overlooked when awarding a contract and advised the Town Council to follow staff’s recommendation of Allen Gill Construction, the second lowest bidder.
MOTION by Bolin, seconded by Culleton, 1. Adopted Resolution No. 2022-54, “A Resolution of the Town Council of the Town of Paradise 18 Awarding Contract No. 8408.CON, Off-System Culvert Repair Project, Allen Gill Construction, Inc. in the amount of their base bid of $478,901.00”; and,
2. Authorized the Town Manager to execute an agreement with Allen Gill Construction, Inc. in the amount of their base bid of $478,901.00 relating to Contract No. 8408.CON and to approve contingency expenditures not exceeding 10%. Roll call vote was unanimous. (510-20-350) 6f. Town Manager Phillips presented a brief overview of Ordinance No. 619 which would add an Article regarding Mandatory Municipal MSW, Recyclable Material and Organic Waste Disposal. Manager Phillips reiterated to Council that this is the first step towards compliance with the Statewide unfunded mandate.
Town Council discussed that the ordinance is impossible to comply with; will be costly for the garbage service which will pass along the expense to the customers; there are no facilities in the region, and this is a law that was not well thought out regarding what jurisdictions would be able to comply with the requirements.
1. Ward Habriel commented that the law is not reasonable and will be difficult for companies to comply with and suggested Council pass it by a three to two vote.
MOTION by Culleton, seconded by Crowder, 1. Waived the second reading of Town Ordinance No. 619 and read by title only; and, 2. Adopted Town Ordinance No. 619, “An Ordinance of the Town Council of the Town of Paradise Amending Text Regulations within Paradise Municipal Code Chapter 8.08 [Solid Waste] and Adding Article 1 Regarding Mandatory Municipal MSW, Recyclable Material, and Organic Waste Disposal. Ayes:
Greg Bolin, Steve “Woody” Culleton and Steve Crowder, Mayor. Noes: Jody Jones and Rose Tryon. Absent: None. Abstain: None
The Ordinance is passed under protest by the Town Council. (540-16-188)
7. COUNCIL INITIATED ITEMS AND REPORTS
7a. Council initiated agenda items
7a. Discuss an amendment to the Paradise Municipal Code Section 8.58.060 F, to extend the length of time residents are allowed to have goats on their property for weed abatement purposes and discuss the number of goats allowed depending on the size of the property. (BOLIN)
Vice Mayor Bolin requested this item be placed on the agenda to discuss the weed problem in Town by allowing goats to remove weeds naturally on properties. Community Development Director Tony Lindsey informed the Council that goats are currently allowed to graze on properties for up to 60 days in a calendar year. If someone wanted goats on their property longterm the Paradise Municipal Code allows for, citizens can apply for a ministerial minor Administrative Permit.
19 Vice Mayor Bolin stated that he does not want to change anything and is content with keeping the current ordinance in place.
7b. Council reports on committee representation
Vice Mayor Bolin stated that LAFCo was cancelled.
Council Member Jones attended the Butte County Oversight Committee.
Council Member Culleton attended the IBHS ribbon cutting for the first fire safe home in Paradise.
Council Member Tryon also attended the IBHS ribbon cutting ceremony and attended the Butte County Air Quality Management District and Butte County Association of Government meetings.
Mayor Crowder also attended the IBHS ribbon cutting ceremony and the General Unit Labor negotiations.
7c. Future Agenda Items - None
8. STAFF COMMUNICATION
8a. Town Manager Report
Town Manager Phillips updated the Council on the grants that staff is writing to bring funding into the Town; CDBG-DR through HCD has earmarked $30 million for the Paradise Sewer Project with the monies not taken out of $317 million infrastructure money; The EIR will be coming out on Thursday for the Paradise Sewer Project: there are Economic dollars coming into Paradise with work force training in Paradise; there will be an announcement later this week on Infrastructure dollars coming into Town; a media release was sent out regarding the $9.3 million streets projects funding thanking everyone for their assistance in obtaining the funding; an internal EOC exercise with was facilitated by Jim Broshears to prepare for Wildfire Season, the Town zone numbers will remain the same, but the zone numbers in the County are changing; the Solid Waste Committee met and are discussing the Green Waste facility, a meeting was held with the Mayor and Adventist Health to open up lines of communications to work towards restoring services in Town.
9. CLOSED SESSION - None
10. ADJOURNMENT
Mayor Crowder adjourned the meeting at 7:52 p.m.
Date approved:
By: Attest:
________________________ _________________________
Steve Crowder, Mayor Dina Volenski, CMC, Town Clerk
20 MINUTES
PARADISE TOWN COUNCIL
SPECIAL MEETING – 1:00 PM – July 20, 2022
1. OPENING
The Special meeting of the Paradise Town Council was called to order by Mayor Crowder at 1:00 p.m. in the Town Council Chamber located at 5555 Skyway, Paradise, California who led the Pledge of Allegiance to the Flag of the United States of America.
COUNCIL MEMBERS PRESENT: Greg Bolin, Steve “Woody” Culleton, Jody Jones, Rose Tryon and Steve Crowder, Mayor
COUNCIL MEMBERS ABSENT: None
STAFF PRESENT: Acting Town Manager Marc Mattox, Assistant Town Attorney Elizabeth Fratarcangeli (Via Teams), Town Clerk Dina Volenski, Finance Director/Town Treasurer Ross Gilb, Information Systems Director Luis Marquez, Battalion Chief Rick Manson, Fire Chief Patrick Purvis, Deputy Town Clerk Melanie Norris and Community Development Director Tony Lindsey.
2. COUNCIL CONSIDERATION
2a. Finance Director/Town Treasurer Ross Gilb provided the Town Council with a brief overview of the Actuarial Valuation of Retiree Health Benefits and requested that, after the presentation, the Town Council receive and file the reports as submitted. Mr. Gilb introduced Evi Laksana from GovInvest to present the findings of the study.
Evi Laksana, from GovInvest presented the Town Council with the findings from the Actuarial study regarding GASB 75 Disclosures for Fiscal Year Ending June 30, 2022 based on OPEB Valuation as of June 20, 2021.
All Town Council unanimously concurred to receive and file the report as submitted. (630-10-21)
2b. Community Development Director Tony Lindsey presented changes to the proposed Ordinance regarding the Paradise Municipal Code Section 8.04.010 Relating to the Declaration of what Constitutes an Unlawful Public Nuisance.
Council discussed whether the proposed Ordinance allows citizens to be stopped and/or arrested if they violate the Ordinance; if a citizen continues with dangerous behavior, could a fire truck be required to be on-site and the property owner charged for the expense?
21 Council discussed how the behavior of a citizen who violates the Ordinance could be stopped or potentially arrested. Council wants citizens to be held accountable and possibly detained for potentially dangerous situations resulting in a fire in the Town of Paradise.
Fire Chief Patrick Purvis suggested that more education be promoted and will further discuss with the Police Chief and District Attorney what is allowed through the Health and Safety Code or the Penal Code. Once a fire is started, it becomes a criminal offense, and the individual could be arrested.
Council Member Jones requested, and Council concurred, that the Ordinance be brought back at the next meeting with more specifics about red flag days and language that says the Town will collect recovery costs associated with starting a fire and fining the individual. 3, ADJOURNMENT
Mayor Crowder adjourned the meeting at 2:01 p.m.
Date approved:
By: Attest:
________________________ _________________________
Steve Crowder, Mayor Dina Volenski, CMC, Town Clerk
1. 22
TOWN OF PARADISE
CASH DISBURSEMENTS REPORT
FOR THE PERIOD OF
July 1, 2022 - July 31, 2022
23 CASH DISBURSEMENTS REPORT
July 1, 2022 - July 31, 2022
Check Date Pay Period End Description Amount Total
7/8/2022 7/3/2022 Net Payroll - Direct Deposits and Checks $ 184,686.57 7/22/2022 7/17/2022 Net Payroll - Direct Deposits and Checks 202,859.21 $ 387,545.78
Accounts Payable
Payroll Vendors: Taxes, PERS, Dues, Insurance, Etc. 2,507,705.18 Operations Vendors: Supplies, Contracts, Utilities, Etc. $ 3,417,362.85 TOTAL CASH DISBURSEMENTS ACCOUNTS PAYABLE 5,925,068.03
GRAND TOTAL CASH DISBURSEMENTS $ 6,312,613.81
APPROVED BY:
Kevin Phillips, Town Manager
APPROVED BY:
Ross Gilb, Finance Director / Town Treasurer
24 Number Date Status Void Reason
Reconciled/
Voided Date
Transaction
Amount
Reconciled
Amount Difference
81025 07/01/2022 Open $53,266.35
81026 07/01/2022 Open $781.25
81027 07/01/2022 Open $1,073.32
81028 07/01/2022 Open $166.50
81029 07/05/2022 Open $57.98
81030 07/05/2022 Open $10,255.05
81031 07/05/2022 Open $1,003.00
81032 07/05/2022 Open $1,669.61
81033 07/05/2022 Open $6,241.65
81034 07/05/2022 Open $807.80
81035 07/05/2022 Open $90.00
81036 07/12/2022 Open $1,000.00
81037 07/12/2022 Open $194.76
81038 07/14/2022 Open $5,500.00
81039 07/14/2022 Open $129,962.50
81040 07/14/2022 Open $23.94
81041 07/14/2022 Open $22,575.00
81042 07/14/2022 Open $141.20
81043 07/14/2022 Open $176.55
81044 07/14/2022 Open $24,470.00
81045 07/14/2022 Open $175.00
81046 07/14/2022 Open $175.00
81047 07/14/2022 Open $175.00
81048 07/14/2022 Open $534.90
81049 07/14/2022 Open $24.75
81050 07/14/2022 Open $3,099.12
81051 07/14/2022 Open $2,602.50
81052 07/14/2022 Open $89,905.12
81053 07/14/2022 Open $100.50
81054 07/14/2022 Open $334.00
81055 07/14/2022 Open $1,393.20
81056 07/14/2022 Open $145.00
81057 07/14/2022 Open $4,962.04
81058 07/14/2022 Open $861.00
81059 07/14/2022 Open $5,104.00
81060 07/14/2022 Open $143.40
81061 07/14/2022 Open $416.40
81062 07/14/2022 Open $1,156,312.93
81063 07/14/2022 Open $257.96
81064 07/14/2022 Open $336.00
81065 07/14/2022 Open $68,737.70
81066 07/14/2022 Open $1,020.00
81067 07/14/2022 Open $1,068.00
81068 07/14/2022 Open $219.90
81069 07/14/2022 Open $133,270.31
81070 07/14/2022 Open $103.25
81071 07/14/2022 Open $378.57
Accounts Payable Escheman Construction Company
Accounts Payable EVERGREEN JANITORIAL SUPPLY, INC.
Accounts Payable FASTENAL
Accounts Payable DOBRICH & SONS SEPTIC
Accounts Payable DOBRICH & SONS SEPTIC
Accounts Payable Entersect
Accounts Payable CULLETON, STEVE "WOODY"
Accounts Payable DATCO SERVICES CORPORATION
Accounts Payable DEPARTMENT OF FORESTRY & FIRE PROTECTION Accounts Payable COMCAST CABLE
Accounts Payable COMCAST CABLE
Accounts Payable Computershare
Accounts Payable CALIFORNIA STATE DEPARTMENT OF CONSERVATION Accounts Payable CALIFORNIA STATE DEPARTMENT OF JUSTICE Accounts Payable CivicPlus, LLC
Accounts Payable Cal OES - Accounting Branch
Accounts Payable CALIFORNIA BUILDING STANDARDS COMMISSION Accounts Payable CALIFORNIA POLICE CHIEFS ASSOCIATION
Accounts Payable BUTTE CO RECORDER
Accounts Payable BUTTE CO SHERIFF'S OFFICE
Accounts Payable BUTTE REGIONAL TRANSIT
Accounts Payable Big O Tires
Accounts Payable Biometrics4ALL, Inc
Accounts Payable BUTTE CO PUBLIC WORKS
Accounts Payable BIDWELL TITLE & ESCROW
Accounts Payable BIDWELL TITLE & ESCROW
Accounts Payable BIDWELL TITLE & ESCROW
Accounts Payable ANIMAL HOSPITAL/VETMOBILE
Accounts Payable AT&T MOBILITY
Accounts Payable Bear Electrical Systems, Inc
Accounts Payable 4LEAF, Inc
Accounts Payable ADVANCED DOCUMENT CONCEPTS
Accounts Payable ALLIANT INSURANCE
Accounts Payable ICMA 457 - VANTAGEPOINT
Accounts Payable STATE DISBURSEMENT UNIT
Accounts Payable 3 CORE, INC.
SUPERIOR VISION SVC NGLIC
Accounts Payable TOP CONFIDENTIAL MID MGMT ASSOCIATION
Accounts Payable Met Life
Accounts Payable OPERATING ENGINEERS
Accounts Payable PARADISE POLICE OFFICERS ASSOCIATION
Accounts Payable
TOWN OF PARADISE
Payment Register
From Payment Date: 7/1/2022 - To Payment Date: 7/31/2022 Source Payee Name
Accounts Payable ENTERPRISE FM TRUST
Accounts Payable SBA Monarch Towers III LLC
Accounts Payable Aflac
AP - US Bank TOP AP Checking
Check
Accounts Payable ACCELA, INC.
Accounts Payable De Lage Landen Public Finance LLC
Accounts Payable SUN LIFE INSURANCE
25 Number Date Status Void Reason
Reconciled/
Voided Date
Transaction
Amount
Reconciled
Amount Difference
TOWN OF PARADISE
Payment Register
From Payment Date: 7/1/2022 - To Payment Date: 7/31/2022 Source Payee Name
AP - US Bank TOP AP Checking
Check
81072 07/14/2022 Open $794.49
81073 07/14/2022 Open $20,250.00
81074 07/14/2022 Open $129.31
81075 07/14/2022 Open $5,296.00
81076 07/14/2022 Open $600.00
81077 07/14/2022 Open $7,993.91
81078 07/14/2022 Open $491.83
81079 07/14/2022 Open $497.40
81080 07/14/2022 Open $974.54
81081 07/14/2022 Open $1,000.00
81082 07/14/2022 Open $967.15
81083 07/14/2022 Open $264.74
81084 07/14/2022 Open $1,200.00
81085 07/14/2022 Open $4,128.39
81086 07/14/2022 Open $4,393.00
81087 07/14/2022 Open $25.00
81088 07/14/2022 Open $285.00
81089 07/14/2022 Open $1,697.77
81090 07/14/2022 Open $4,211.46
81091 07/14/2022 Open $46,939.26
81092 07/14/2022 Open $1,050.00
81093 07/14/2022 Open $529.50
81094 07/14/2022 Open $475.93
81095 07/14/2022 Open $250.40
81096 07/14/2022 Open $58.47
81097 07/14/2022 Open $39.99
81098 07/14/2022 Open $236.25
81099 07/14/2022 Open $2,148.67
81100 07/14/2022 Open $2,005.97
81101 07/14/2022 Open $12,974.87
81102 07/14/2022 Open $322.58
81103 07/14/2022 Open $329.12
81104 07/14/2022 Open $1,739.58
81105 07/14/2022 Open $466.83
81106 07/14/2022 Open $6.99
81107 07/14/2022 Open $15.00
81108 07/14/2022 Open $8,184.00
81109 07/14/2022 Open $4,637.94
81110 07/14/2022 Open $50.00
81111 07/14/2022 Open $12,260.00
81112 07/14/2022 Open $1,528.80
81113 07/14/2022 Open $6,719.46
81114 07/14/2022 Open $1,368.36
81115 07/14/2022 Open $1,742.21
81116 07/14/2022 Open $21.00
81117 07/14/2022 Open $3,500.00
81118 07/14/2022 Open $10,000.00
Accounts Payable TextMyGov
Accounts Payable The Ferguson Group
Accounts Payable Stimpel-Wiebelhaus Associates, Inc.
Accounts Payable Stonewater Building Services
Accounts Payable Tahoe Pure Water Co.
Accounts Payable Sky Ridge Builders
Accounts Payable Sky Ridge Builders
Accounts Payable Spherion Staffing
Accounts Payable Psomas
Accounts Payable Riebes Auto Parts- Motorpool
Accounts Payable Sigler Pest Control
Accounts Payable PARADISE POST
Accounts Payable PETTY CASH, CHRISTINA SHOEMAKER
Accounts Payable Phillips, Michelle
Accounts Payable O'REILLY AUTO PARTS
Accounts Payable OFFICE DEPOT ACCT#36233169
Accounts Payable PACIFIC GAS & ELECTRIC
Accounts Payable North State Tire Co. Inc.
Accounts Payable NORTHERN RECYCLING & WASTE SERVICES, INC.
Accounts Payable NORTHGATE PETROLEUM CO
Accounts Payable Mt Shasta Spring Water Co., Inc
Accounts Payable MUNIMETRIX SYSTEMS CORP
Accounts Payable NORMAC INC
Accounts Payable MID VALLEY TITLE & ESCROW
Accounts Payable MOBILE MINI INC
Accounts Payable MOTOROLA
Accounts Payable Mark Thomas & Company Inc
Accounts Payable Mark Thomas & Company Inc
Accounts Payable Meyers Police K-9 Training, LLC
Accounts Payable LOCATE PLUS CORPORATION
Accounts Payable Look Ahead Veterinary Services
Accounts Payable Mark Thomas & Company Inc
Accounts Payable KOEFRAN INDUSTRIES
Accounts Payable L.N. CURTIS & SONS
Accounts Payable LIEBERT CASSIDY WHITMORE
Accounts Payable James or Lavenia Riotto
Accounts Payable JC NELSON SUPPLY COMPANY
Accounts Payable KEN'S HITCH & WELDING
Accounts Payable INTERSTATE OIL COMPANY
Accounts Payable INTERSTATE SALES
Accounts Payable J.J.R. Enterprises Inc
Accounts Payable GREEN RIDGE LANDSCAPING
Accounts Payable HINDERLITER, DE LLAMAS & ASSOCIATES INC.
Accounts Payable I.M.P.A.C. PAYMENTS IMPAC GOV SVCS/US BANCORP Accounts Payable Golden State Emergency Vehicle Service, Inc.
Accounts Payable GovInvest Inc.
Accounts Payable GREAT AMERICA LEASING CORP.
26 Number Date Status Void Reason
Reconciled/
Voided Date
Transaction
Amount
Reconciled
Amount Difference
TOWN OF PARADISE
Payment Register
From Payment Date: 7/1/2022 - To Payment Date: 7/31/2022 Source Payee Name
AP - US Bank TOP AP Checking
Check
81119 07/14/2022 Open $306.03
81120 07/14/2022 Open $342.76
81121 07/14/2022 Open $5.38
81122 07/14/2022 Open $450.83
81123 07/14/2022 Open $712.50
81124 07/14/2022 Open $2,049.73
81125 07/14/2022 Open $160.35
81126 07/14/2022 Open $308.36
81127 07/14/2022 Open $345.45
81128 07/14/2022 Open $827.49
81129 07/14/2022 Open $139.82
81130 07/14/2022 Open $694.37
81131 07/14/2022 Open $697.26
81132 07/14/2022 Open $5,610.00
81133 07/14/2022 Open $17,084.08
81134 07/26/2022 Open $1,000.00
81135 07/26/2022 Open $194.76
81136 07/28/2022 Open $501.38
81137 07/28/2022 Open $2,284.68
81138 07/28/2022 Open $5,828.40
81139 07/28/2022 Open $155.00
81140 07/28/2022 Open $975.00
81141 07/28/2022 Open $95.00
81142 07/28/2022 Open $37.73
81143 07/28/2022 Open $858.06
81144 07/28/2022 Open $110.56
81145 07/28/2022 Open $89.46
81146 07/28/2022 Open $69.55
81147 07/28/2022 Open $211.65
81148 07/28/2022 Open $20.93
81149 07/28/2022 Open $2,184.07
81150 07/28/2022 Open $1,136.08
81151 07/28/2022 Open $1,520.00
81152 07/28/2022 Open $20.00
81153 07/28/2022 Open $4,000.00
81154 07/28/2022 Open $900.00
81155 07/28/2022 Open $83.00
81156 07/28/2022 Open $43,343.50
81157 07/28/2022 Open $10.00
81158 07/28/2022 Open $459.25
81159 07/28/2022 Open $14,654.37
81160 07/28/2022 Open $280.00
81161 07/28/2022 Open $7,500.00
81162 07/28/2022 Open $350.00
81163 07/28/2022 Open $391.40
81164 07/28/2022 Open $42.90
81165 07/28/2022 Open $6,617.72 Accounts Payable Dewberry Engineers Inc.
Accounts Payable CivicPlus, LLC
Accounts Payable COMCAST CABLE
Accounts Payable Creative Composition Inc
Accounts Payable Caltronics Business Systems/J.J. R Ent Inc Accounts Payable CASHIER, DPR
Accounts Payable Chico State Enterprises
Accounts Payable BUTTE CO AUDITOR-CONTROLLER
Accounts Payable BUTTE CO NEAL ROAD LANDFILL
Accounts Payable Cal OES - Accounting Branch
Accounts Payable Broad & Gusman
Accounts Payable BROWER'S TOW SERVICE, INC.
Accounts Payable Bug Smart
Accounts Payable AT&T/CALNET3 - TH/FDPD FIBER LINES
Accounts Payable Bear Electrical Systems, Inc
Accounts Payable Big O Tires
Accounts Payable AT&T/CALNET3 - REPEATER LINES
Accounts Payable AT&T/CALNET3 - COMMUNITY PARK
Accounts Payable AT&T/CALNET3 - Summary
Accounts Payable AT&T & CALNET3 - CIRCUIT LINES
Accounts Payable AT&T MOBILITY
Accounts Payable AT&T MOBILITY
Accounts Payable Asbury Environmental Services
Accounts Payable AT&T
Accounts Payable AT&T & CALNET3 - CIRCUIT LINES
Accounts Payable Almond Asphalt, Daniel Johnson
Accounts Payable ANIMAL HOSPITAL/VETMOBILE
Accounts Payable Arnold Bros
Accounts Payable STATE DISBURSEMENT UNIT
Accounts Payable ACCESS INFORMATION PROTECTED
Accounts Payable ACI ENTERPRISES, INC.
Accounts Payable White Glove Cleaning Svc Inc, Theresa Contreras Accounts Payable Wood Rodgers, Inc.
Accounts Payable ICMA 457 - VANTAGEPOINT
Accounts Payable VERIZON WIRELESS
Accounts Payable VERIZON WIRELESS
Accounts Payable Westlake Ace Hardware
Accounts Payable VERIZON WIRELESS
Accounts Payable VERIZON WIRELESS
Accounts Payable VERIZON WIRELESS
Accounts Payable TRUEPOINT SOLUTIONS, LLC
Accounts Payable UNITED RENTALS, INC.
Accounts Payable VALLEY OAK VETERINARY CENTER
Accounts Payable THOMAS ACE HARDWARE - FIRE DEPT.
Accounts Payable THOMAS ACE HARDWARE - MOTORPOOL
Accounts Payable THOMAS ACE HARDWARE - POLICE DEPT.
Accounts Payable THOMAS ACE HARDWARE - ENG. DEPT.
27 Number Date Status Void Reason
Reconciled/
Voided Date
Transaction
Amount
Reconciled
Amount Difference
TOWN OF PARADISE
Payment Register
From Payment Date: 7/1/2022 - To Payment Date: 7/31/2022 Source Payee Name
AP - US Bank TOP AP Checking
Check
81166 07/28/2022 Open $68,192.65
81167 07/28/2022 Open $238.71
81168 07/28/2022 Open $3,399.83
81169 07/28/2022 Open $86,184.84
81170 07/28/2022 Open $244.90
81171 07/28/2022 Open $145.47
81172 07/28/2022 Open $3,000.00
81173 07/28/2022 Open $19.95
81174 07/28/2022 Open $4,897.52
81175 07/28/2022 Open $98.66
81176 07/28/2022 Open $100.76
81177 07/28/2022 Open $187.49
81178 07/28/2022 Open $400.00
81179 07/28/2022 Open $3,550.00
81180 07/28/2022 Open $570.80
81181 07/28/2022 Open $658.41
81182 07/28/2022 Open $442,212.75
81183 07/28/2022 Open $7,122.35
81184 07/28/2022 Open $584.24
81185 07/28/2022 Open $165.00
81186 07/28/2022 Open $14,360.78
81187 07/28/2022 Open $1,250.04
81188 07/28/2022 Open $45,030.97
81189 07/28/2022 Open $24,642.24
81190 07/28/2022 Open $1,764.00
81191 07/28/2022 Open $41,517.29
81192 07/28/2022 Open $100.00
81193 07/28/2022 Open $3,780.00
81194 07/28/2022 Open $768.55
81195 07/28/2022 Open $146,163.84
81196 07/28/2022 Open $370.00
81197 07/28/2022 Open $274,476.00
81198 07/28/2022 Open $63,211.75
81199 07/28/2022 Open $3,750.00
81200 07/28/2022 Open $12,253.10
81201 07/28/2022 Open $469.38
81202 07/28/2022 Open $404.89
81203 07/28/2022 Open $361.82
81204 07/28/2022 Open $13,353.12
81205 07/28/2022 Open $741.54
81206 07/28/2022 Open $1,080.81
81207 07/28/2022 Open $45,463.27
81208 07/28/2022 Open $101.89
81209 07/28/2022 Open $793.01
81210 07/28/2022 Open $15.00
81211 07/28/2022 Open $100.00
81212 07/28/2022 Open $705.00
PARADISE IRRIGATION DIST
Accounts Payable
Scott, Bob
Shelby's Pest Control, Inc.
PARADISE POST
Accounts Payable Psomas
Accounts Payable RENTAL GUYS - CHICO
Accounts Payable
Accounts Payable NCCSIF TREASURER
Accounts Payable
Accounts Payable
Accounts Payable NCCSIF TREASURER
Accounts Payable Massae, Joel, B
Accounts Payable Mennonite Disaster Service
Accounts Payable MID VALLEY TITLE & ESCROW
MID VALLEY TITLE & ESCROW
Accounts Payable MILLER GLASS INC
NetFile, Inc.
Accounts Payable Mark Thomas & Company Inc
Accounts Payable Mark Thomas & Company Inc
Accounts Payable Mark Thomas & Company Inc
Accounts Payable M. Roethler General Engineering
Accounts Payable MAGOON SIGNS
Accounts Payable Mark Thomas & Company Inc
Accounts Payable LEHR AUTO ELECTRIC STOMMEL, INC.
Accounts Payable LIFE ASSIST INC
Accounts Payable Look Ahead Veterinary Services
Accounts Payable JOHNNY ON THE SPOT PORTABLES
Accounts Payable KNIFE RIVER CONSTRUCTION
Accounts Payable KNIFE RIVER CONSTRUCTION
Accounts Payable INTERSTATE SALES
Accounts Payable James or Lavenia Riotto
Accounts Payable Jennifer Arbuckle
Accounts Payable I.M.P.A.C. PAYMENTS IMPAC GOV SVCS/US BANCORP Accounts Payable INDUSTRIAL POWER PRODUCTS
Accounts Payable INTERSTATE OIL COMPANY
Accounts Payable GREAT AMERICA LEASING CORP.
Accounts Payable Headway Transportation, LLC
Accounts Payable HLP, INC / CHAMELEON SOFTWARE PRODUCTS Accounts Payable Dokken Engineering, Inc.
Accounts Payable Dokken Engineering, Inc.
Accounts Payable EVERGREEN JANITORIAL SUPPLY, INC.
Accounts Payable Dokken Engineering, Inc.
Accounts Payable Dokken Engineering, Inc.
Accounts Payable NORTHGATE PETROLEUM CO
South Bay Regional Public Safety Training Consort
Accounts Payable
Accounts Payable
Accounts Payable
Accounts Payable NV5, Inc.
Accounts Payable O'REILLY AUTO PARTS
Accounts Payable OFFICE DEPOT ACCT#36233169
Riebes Auto Parts- Motorpool
Accounts Payable PACIFIC GAS & ELECTRIC
Accounts Payable
28 Number Date Status Void Reason
Reconciled/
Voided Date
Transaction
Amount
Reconciled
Amount Difference
TOWN OF PARADISE
Payment Register
From Payment Date: 7/1/2022 - To Payment Date: 7/31/2022 Source Payee Name
AP - US Bank TOP AP Checking
Check
81213 07/28/2022 Open $4,693.38
81214 07/28/2022 Open $69,200.00
81215 07/28/2022 Open $9,448.30
81216 07/28/2022 Open $182.60
81217 07/28/2022 Open $37.00
81218 07/28/2022 Open $649.00
81219 07/28/2022 Open $449.53
81220 07/28/2022 Open $49.59
81221 07/28/2022 Open $109.45
81222 07/28/2022 Open $3.01
81223 07/28/2022 Open $282.00
81224 07/28/2022 Open $90.00
81225 07/28/2022 Open $247.00
81226 07/28/2022 Open $336.00
81227 07/28/2022 Open $79.73
81228 07/28/2022 Open $46.00
81229 07/28/2022 Open $1,920.00
81230 07/28/2022 Open $332.50
81231 07/28/2022 Open $947.71
$3,439,877.46
1310 07/05/2022 Open $121,593.68
1311 07/06/2022 Open $8,959.50
1312 07/06/2022 Open $32,147.98
1313 07/12/2022 Open $45,826.25
1314 07/12/2022 Open $7,210.00
1315 07/13/2022 Open $45,750.61
1316 07/19/2022 Open $2,118,140.00
1317 07/21/2022 Open $11,506.07
1318 07/21/2022 Open $7,260.00
1319 07/21/2022 Open $38,362.44
1320 07/26/2022 Open $47,397.34
1321 07/27/2022 Open $649.78
1322 07/27/2022 Open $386.92
$2,485,190.57
Checks Status Count
Open 207
Reconciled 0
Voided 0
Stopped 0
Total 207
EFTs Status Count
Open 13
Reconciled 0
$0.00
Reconciled Amount
$0.00
$0.00
Type Check Totals:
EFT
Type EFT Totals:
AP - US Bank TOP AP Checking Totals
Reconciled Amount
$0.00
$0.00
$0.00
$0.00
$2,485,190.57
$0.00
Transaction Amount
Accounts Payable Spherion Staffing
Accounts Payable Sterling Homes & Investments, Inc.
Accounts Payable
Accounts Payable SUTTER BUTTES COMMUNICATIONS, INC.
Stratti
Accounts Payable
Accounts Payable
Accounts Payable
Accounts Payable
Accounts Payable THOMAS ACE HARDWARE - POLICE DEPT.
Accounts Payable
Accounts Payable
Accounts Payable
THOMAS ACE HARDWARE - ENG. DEPT.
THOMAS ACE HARDWARE - FIRE DEPT.
THOMAS HYDRAULIC & HARDWARE SUPPLY, INC.
Tahoe Pure Water Co.
Thompson, Matthew D
TUCKER PEST CONTROL INC
Tatom, Tyler, S
Accounts Payable
Accounts Payable
Accounts Payable
Accounts Payable
Accounts Payable
Accounts Payable
207 Transactions
Young, Billie
WITTMEIER AUTO CENTER
TURNBOW, DAVID LYNN
Western Extrication Specialists, Inc
VOLENSKI, DINA
TURNBOW, DEBBIE
Accounts Payable VALLEY OAK VETERINARY CENTER
Accounts Payable CALPERS
Accounts Payable EMPLOYMENT DEVELOPMENT DEPARTMENT
Accounts Payable INTERNAL REVENUE SERVICE
Accounts Payable CALPERS - RETIREMENT
$3,439,877.46
Accounts Payable
ING LIFE INS & ANNUITY COMPANY
INTERNAL REVENUE SERVICE
Accounts Payable CALPERS - RETIREMENT
Accounts Payable EMPLOYMENT DEVELOPMENT DEPARTMENT
Accounts Payable
Accounts Payable
Accounts Payable
Accounts Payable
Accounts Payable
CALPERS - RETIREMENT
STATE BOARD OF EQUALIZATION
Transaction Amount
$0.00
ING LIFE INS & ANNUITY COMPANY
Accounts Payable CALPERS - RETIREMENT
$3,439,877.46
$0.00
$0.00
STATE BOARD OF EQUALIZATION
13 Transactions
29 Number Date Status Void Reason
Reconciled/
Voided Date
Transaction
Amount
Reconciled
Amount Difference
TOWN OF PARADISE
Payment Register
From Payment Date: 7/1/2022 - To Payment Date: 7/31/2022 Source Payee Name
AP - US Bank TOP AP Checking
Check
Voided 0
Total 13
All Status Count
Open 220
Reconciled 0
Voided 0
Stopped 0
Total 220 $5,925,068.03
$0.00
$0.00
$0.00
$0.00
$0.00
Reconciled Amount
$0.00
$0.00
$2,485,190.57
$0.00
$0.00
Transaction Amount
$0.00
$5,925,068.03
$0.00
30 Town of Paradise
Council Agenda Summary
Date: August 9, 2022
Agenda Item: 2(c)
ORIGINATED BY: Ross Gilb, Finance Director/Town Treasurer REVIEWED BY: Kevin Phillips, Town Manager
SUBJECT: Investment Programs Offered by California CLASS
LONG TERM
RECOVERY PLAN:
No
COUNCIL ACTION REQUESTED:
1. Adopt Resolution No. 2022-__, A Resolution of the Town Council of the Town of Paradise authorizing the Town of Paradise to enter into the joint exercise of powers agreement relating to the California CLASS and to invest in shares of the California CLASS and related matters
Background:
In order to ensure the security of investment funds, while providing proper liquidity and maximizing investment return, the Town utilizes short-term investment vehicles to hold funds that will be used within the near future towards operations and capital expenditures. The Town currently utilizes a combination of a US Bank account and the Local Agency Investment Fund (LAIF) managed by the California State Treasurer’s Office for short-term investments. To provide additional opportunity for asset diversification, staff recommends utilizing the California Cooperative Liquid Assets Securities System (California CLASS) in conjunction with the aforementioned investment accounts. In order for the Town to participate in the California CLASS program, the attached resolution must be adopted.
California CLASS is a joint exercise of powers entity authorized under Section 6509.7, California Government Code. California CLASS is a pooled investment option that was created via a joint exercise of powers agreement (JPA Agreement) by and among California public agencies.
California CLASS provides California public agencies with a convenient method for investing in high-quality, short- to medium-term securities carefully selected to optimize interest earnings while maximizing safety and liquidity. The California CLASS Prime and Enhanced Cash funds offer public agencies the opportunity to strengthen and diversify their cash management programs in accordance with the safety, liquidity, and yield hierarchy that governs the investment of public funds.
Adoption of the attached resolution will authorize the Town Manager or his or her designee to execute the JPA Agreement on behalf of the Town, complete the California CLASS registration forms, and invest funds into the California CLASS program.
Financial Impact:
There is no cost to the Town to approve this resolution. 31 TOWN OF PARADISE
RESOLUTION NO. 2022-__
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF PARADISE
AUTHORIZING THE TOWN OF PARADISE TO ENTER INTO THE JOINT EXERCISE
OF POWERS AGREEMENT RELATING TO THE CALIFORNIA CLASS AND TO
INVEST IN SHARES OF THE CALIFORNIA CLASS AND RELATED MATTERS WHEREAS, Section 6509.7 of Title 1, Division 7, Chapter 5 of the California Government Code (the “Act”) provides that, two or more public agencies that have the authority to invest funds in their treasuries may, by agreement, jointly exercise that common power; and
WHEREAS, the Town of Paradise is a public agency that has the authority to invest funds in its treasury and intends to become a “Founding Participant” under the Joint Exercise of Powers Agreement (the “JPA Agreement”) creating the California Cooperative Liquid Assets Securities System (“California CLASS”), by executing the JPA Agreement; and
WHEREAS, the Town of Paradise desires to authorize the investment of its funds in the investment programs offered by the California CLASS.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF PARADISE AS FOLLOWS:
Section 1. The Town Manager of the Town of Paradise or his or her designee is hereby authorized to execute and deliver the JPA Agreement, on behalf of the Town of Paradise, in substantially the form presented at this meeting.
Section 2. The Town of Paradise is hereby authorized to complete the registration form and become a Participant in order to purchase shares of beneficial interest issued by the California CLASS from time to time with available funds of the Town of Paradise, and to redeem some or all of those shares from time to time as such funds are needed.
Section 3. The Town Manager or his or her designee of the Town of Paradise is hereby delegated authority of the Paradise Town Council to take all actions and to make and execute any and all instruments, which he or she might deem necessary or appropriate in order to carry out the purposes of the Town Council in adopting this Resolution.
Section 4. This Resolution is effective immediately upon adoption.
PASSED AND ADOPTED by the Town Council of the Town of Paradise on this 9 th
day of August 2022, by the following vote:
//
//
32 TOWN OF PARADISE
RESOLUTION NO. 2022-
2 AYES:
NOES:
ABSENT:
ABSTAIN:
By:
Steve Crowder, Mayor
ATTEST: APPROVED AS TO FORM:
__________________________
Dina Volenski, CMC, Town Clerk Scott E. Huber, Town Attorney 33 Town of Paradise
Council Agenda Summary
Date: August 9, 2022
Agenda Item: 2(d)
ORIGINATED BY: Ross Gilb, Finance Director/Town Treasurer REVIEWED BY: Kevin Phillips, Town Manager
SUBJECT: Quarterly Investment Report
COUNCIL ACTION REQUESTED:
Review and file the 4th Quarter Investment Report for the Fiscal Year Ending June 30, 2022.
Background:
Attached is the report on the Town’s cash and investments for the quarter ended June 30, 2022.
A US Bank checking account is currently being used for payroll, accounts payable and other operating purposes. Most accounts payable disbursements are drawn through checks, and most payroll disbursements are processed through direct deposit. Deposits are fully collateralized. With COVID-19 and the impacts to the economy, the credit rate is currently less than 0.01%.
The Town received a $5 million cash advance from CalOES in December 2018 for projects and restoration that will be funded through FEMA’s public assistance grant program. As FEMA eligible expenses and/or projects are completed, funds are transferred to the Town operating checking account to fund those activities. The remaining advance funds are required to be held in a noninterest-bearing account. A US Bank non-interest-bearing checking account was established to track the funds. As of June 30, 2022, the remaining funds yet to be drawn upon was $1,672,356.
Additional funds are expected to be received into this account during the following fiscal year as the Town secures additional reimbursement for ongoing FEMA public assistance grants.
The Town uses the State of California managed Local Agency Investment Fund (LAIF) for investment of General Fund cash in excess of immediately needed operating capital. With same day liquidity and comparable yields, LAIF is currently the best investment option for the Town’s General Fund investments. Funds can be transferred electronically through computer authorization between LAIF and the Town checking account. The Town will continue to research other investment options that match LAIF’s liquidity and security in order to improve investment yield.
In July 2020, the Town received a net settlement from PG&E related to the 2018 Camp Fire in the amount of $219,187,262. Since that time, the Town continues to utilize two investment vehicles to manage these funds. Securities purchases are held in a custodial account with US Bank. The Town has contracted with Meeder Investments to assist with management of these funds. Excess funds that are not invested in specific securities are held in the State of California managed Local Agency Investment Fund (LAIF). These funds are held separate from the Town’s 34 General Fund LAIF account. Future use of these funds is currently being evaluated through a long-term fiscal sustainability model. Based on current rebuild rates and revenue growth trends, at this time it is expected that at least 80% of the total fund balance will be required to be utilized for long-term revenue backfill to ensure continued fiscal sustainability.
During the fourth quarter of the 2021-22 fiscal year, the Town transferred a total of $2,000,000 from the LAIF account to the Town’s US Bank operating account in order to fund operations for the quarter.
In June of 2011, the Town established an irrevocable trust to begin funding the future obligations associated with retiree health as required by GASB 45. The funds are being managed by SelfInsured Schools of California (SISC) and can only be used for the payment of retiree health benefits.
Financial Impact:
Total investment earnings for the quarter ended June 30, 2022 was $208,217. Total investment earnings for the 2021-22 fiscal year to date was $963,245. 35 TOWN OF PARADISE
QUARTERLY SUMMARY OF INVESTMENTS
For Quarter Ended June 30, 2022
Investment Type Yield Book Value Market Value Interest Earnings Yield Book Value Market Value Net Change US Bank Checking 0.00% 3,916,053.04 3,916,053.04 - 0.00% 1,941,642.47 1,941,642.47 1,974,410.57 US Bank - Cal OES Advance Checking 0.00% 1,672,356.86 1,672,356.86 - 0.00% 1,618,844.28 1,618,844.28 53,512.58 Local Agency Investment Fund (LAIF) (General Fund) Savings 0.75% 3,277,362.68 3,235,167.99 * 6,135.91 0.21% 3,274,782.07 3,237,952.36 (2,784.37) Local Agency Investment Fund (LAIF) (PG&E Settlement Fund) Savings 0.75% 15,374,224.95 15,176,288.17 * 30,346.25 0.21% 17,357,571.13 17,162,359.87 (1,986,071.70) US Bank Custodial Investment Account Various*** 0.67% 199,597,388.36 187,002,466.05 ** 171,735.39 0.57% 199,453,466.68 189,494,948.53 (2,492,482.48) SISC GASB 45 Trust B Various 0.51% 294,085.77 294,085.77 - 0.51% 294,085.77 294,085.77 - Fiscal Agents & Petty Cash Other 0.00% 1,350.00 1,350.00 - 0.00% 1,350.00 1,350.00 - Totals 224,132,821.66 211,297,767.88 208,217.55 223,941,742.40 213,751,183.27 (2,453,415.39) Total Quarterly Earnings on Accrual Basis 208,217.55
Year-to-Date Earnings (July 1st - June 30th) 963,245.15 * Market Value determined by LAIF
** Market Value determined by US Bank
*** Detail investment type listing attached
For Quarter Ended June 30, 2022 For Quarter Ended March 31, 2022 In compliance with the California Code Section 53646; the Treasurer of the Town of Paradise herby certifies that sufficient investment liquidity and anticipated revenues are available to meet the Town's budgeted expenditure requirements for the next six months.
Investments in the report meet the requirements of the Town of Paradise's adopted investment policy.
Respectfully submitted,
/s/ Ross Gilb Finance Director/Town Treasurer
36 Investment Type Total
LAIF (General) 3,235,167.99 $
LAIF (PGE Settlement Funds) 15,176,288.17
US Bank Bank Operations 3,916,053.04
US Bank Custodial Investment Fund 187,002,466.05
Cal OES Advance 1,672,356.86
GASB 45 Trust 294,085.77
Petty Cash 1,350.00
Grand Total 211,297,767.88 $
TOWN OF PARADISE
INVESTMENT BALANCES AT A GLANCE
For Quarter Ended June 30, 2022
37 $-
$50
$100
$150
$200
$250 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 Jun-20 Sep-20 Dec-20 Mar-21 Jun-21 Sep-21 Dec-21 Mar-22 Jun-22 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 Jun-20 Jun-21 Sep-21 Dec-21 Mar-22 Jun-22 Series1 4.36 1.68 3.66 4.80 5.19 1.91 8.42 12.89 22.67 20.13 20.67 22.86 22.64 231.93 227.87 223.35 213.75 211.30
TOWN OF PARADISE
Timeline of Investment Market Value Balances (in millions) From Fiscal Year 2016/17 to Fiscal Year 2021/22
38 6125 Memorial Drive, Dublin Ohio 43017 | 866-633-3371 | www.meederpublicfunds.com Page 2 of 24 Town of Paradise Operating Account PORTFOLIO SUMMARY As of June 30, 2022 39 6125 Memorial Drive, Dublin Ohio 43017 | 866-633-3371 | www.meederpublicfunds.com Page 10 of 24 Town of Paradise Operating Account POSITION STATEMENT As of June 30, 2022 40 6125 Memorial Drive, Dublin Ohio 43017 | 866-633-3371 | www.meederpublicfunds.com Page 11 of 24 Town of Paradise Operating Account POSITION STATEMENT As of June 30, 2022 41 6125 Memorial Drive, Dublin Ohio 43017 | 866-633-3371 | www.meederpublicfunds.com Page 12 of 24 Town of Paradise Operating Account POSITION STATEMENT As of June 30, 2022 42 6125 Memorial Drive, Dublin Ohio 43017 | 866-633-3371 | www.meederpublicfunds.com Page 13 of 24 Town of Paradise Operating Account POSITION STATEMENT As of June 30, 2022 43 6125 Memorial Drive, Dublin Ohio 43017 | 866-633-3371 | www.meederpublicfunds.com Page 14 of 24 Town of Paradise Operating Account POSITION STATEMENT As of June 30, 2022 44 6125 Memorial Drive, Dublin Ohio 43017 | 866-633-3371 | www.meederpublicfunds.com Page 15 of 24 Town of Paradise Operating Account POSITION STATEMENT As of June 30, 2022 45 6125 Memorial Drive, Dublin Ohio 43017 | 866-633-3371 | www.meederpublicfunds.com Page 16 of 24 Town of Paradise Operating Account POSITION STATEMENT As of June 30, 2022 46 6125 Memorial Drive, Dublin Ohio 43017 | 866-633-3371 | www.meederpublicfunds.com Page 17 of 24 Town of Paradise Operating Account POSITION STATEMENT As of June 30, 2022 47 6125 Memorial Drive, Dublin Ohio 43017 | 866-633-3371 | www.meederpublicfunds.com Page 18 of 24 Town of Paradise Operating Account POSITION STATEMENT As of June 30, 2022 48 6125 Memorial Drive, Dublin Ohio 43017 | 866-633-3371 | www.meederpublicfunds.com Page 19 of 24 Town of Paradise Operating Account POSITION STATEMENT As of June 30, 2022 49 Total 725,000.00 1,868,400.00 6125 Memorial Drive, Dublin Ohio 43017 | 866-633-3371 | www.meederpublicfunds.com Page 20 of 24 Town of Paradise Operating Account TRANSACTION STATEMENT As of June 30, 2022 50 6125 Memorial Drive, Dublin Ohio 43017 | 866-633-3371 | www.meederpublicfunds.com Page 21 of 24 Town of Paradise Operating Account TRANSACTION STATEMENT As of June 30, 2022 51 6125 Memorial Drive, Dublin Ohio 43017 | 866-633-3371 | www.meederpublicfunds.com Page 22 of 24 Town of Paradise Operating Account TRANSACTION STATEMENT As of June 30, 2022 52 6125 Memorial Drive, Dublin Ohio 43017 | 866-633-3371 | www.meederpublicfunds.com Page 23 of 24 Town of Paradise Operating Account TRANSACTION STATEMENT As of June 30, 2022 53
Town of Paradise
Council Agenda Summary
Date: August 09, 2022
Agenda Item: 2(e)
ORIGINATED BY: Eric Reinbold, Chief of Police
REVIEWED BY: Kevin Phillips, Town Manager
SUBJECT: Declaration of Certain Town Equipment from the Police Department to be Surplus and Obsolete.
COUNCIL ACTION REQUESTED:
1. Declare the attached described equipment from the Paradise Police Department as surplus property; and
2. Adopt Resolution No. 2022-__, A Resolution of the Town Council of the Town of Paradise declaring certain Town equipment to be surplus and obsolete and authorizing disposal through sale or donation by the Town Manger or his designee.
Background:
Over time, equipment is purchased, used, becomes obsolete and is replaced. The equipment listed below may be declared as unusable or outdated as they are no longer necessary for the Town to use for its purposes.
Analysis:
The file cabinets are well over 15 years old and as the Police Department has moved more processes to paperless systems, are no longer needed by or useful to the Department. The monitor stands were replaced with new ones with the Dispatch Center desks were replaced. They are too large for standard office desks and are no longer useful to the Department. The radio cabinet and parts are obsolete and no longer serviceable. This equipment was removed from service over a decade ago, and the cabinet was stored, possibly for spare parts. New parts will not fit inside this cabinet and it is no longer useful to the Department.
Financial Impact:
The disposal of these items will have no negative impact on the General Fund. While they have reached the end of their useful life for the Town of Paradise, they may be found useful to other people or organizations, potentially generating a minimal amount of revenue when sold to the public.
Police Equipment to be Declared Surplus:
1. Four drawer file cabinet – 52” x 26.5” x 15”.
2. Four drawer file cabinet – 52” x 26.5” x 15”.
3. Four drawer file cabinet – 50.5” x 26.5” x 15”.
4. Five drawer file cabinet – 60” x 26.5” x 15”.
5. Two (2) 5-monitor desktop computer monitor stands.
6. One (1) 3-monitor desktop computer monitor stand.
7. Motorola radio cabinet, Town ID #20772, with radio control boards. 54 TOWN OF PARADISE
RESOLUTION NO. 2022-__
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF PARADISE
DECLARING CERTAIN TOWN PROPERTY TO BE SURPLUS AND AUTHORIZING
DISPOSAL THEREOF
WHEREAS, the Town of Paradise wishes to dispose of certain equipment from the Police Department through public auction, internet sale, salvage or other legal method that is no longer functional or necessary to the Town’s operations.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF PARADISE AS FOLLOWS:
Section 1. The following equipment is declared to be surplus:
1. Four drawer file cabinet – 52” x 26.5” x 15”.
2. Four drawer file cabinet – 52” x 26.5” x 15”.
3. Four drawer file cabinet – 50.5” x 26.5” x 15”.
4. Five drawer file cabinet – 60” x 26.5” x 15”.
5. Two (2) 5-monitor desktop computer monitor stands.
6. One (1) 3-monitor desktop computer monitor stand.
7. Motorola radio cabinet, Town ID #20772, with radio control boards.
Section 2. Pursuant to Paradise Municipal Code Section 2.45.130, the Town Manager is hereby authorized to dispose of the property set forth in Section 1 through public auction, internet, sale, salvage, donation or other legal method.
PASSED AND ADOPTED by the Town Council of the Town of Paradise on this 9 th day of August, 2022, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
By: ________________________________
Steve Crowder, Mayor
ATTEST:
Dina Volenski, CMC, Town Clerk
APPROVED AS TO FORM:
Scott E. Huber, Town Attorney
55 Town of Paradise
Council Agenda Summary
Date: August 9, 2022
Agenda Item: 2(f)
ORIGINATED BY: Jessica Erdahl, Sr. Capital Projects Manager REVIEWED BY: Kevin Phillips, Town Manager
SUBJECT: Program Supplement Grant Agreements
LONG TERM
RECOVERY PLAN:
Yes, Tier 1, Evacuation Routes
COUNCIL ACTION REQUESTED:
1. Approve the following Revised Program Supplement Agreements for the following projects to Administering Agency-State Agreement for Federal-Aid Projects, Agreement No. 03-5425F15:
PSA No. F020 Rev. 1 for Project Skway/Neal Bike/Ped - CML 5425 (043) PSA No. F021 Rev. 1 for Project Oliver Curve Pathway - CML 5425 (044) PSA No. F022 Rev. 1 for Project Pentz Pathway Phase II - CML 5425 (042) Adopt Resolution No. 2022-__, A Resolution of the Town Council of the Town of Paradise authorizing the Town Manager, or designee, to sign the above listed Program Supplement Agreements to Administering Agency-State Agreement for Federal-Aid Projects, Agreement No. 03-5425F15.
Background:
On June 7, 2019 the Town of Paradise received three Preliminary Engineering authorizations to proceed on a new Congestion Mitigation Air Quality (CMAQ) grant in the amount of $525,000 for the Skway/Neal Bike/Ped Project, $250,000 for the Oliver Curve Pathway Project, and $425,000 for the Pentz Pathway Phase II project. These grants will provide for the environmental review and design phase of the projects. Construction funds have not been secured at this time, however, completion of the pre-construction phases will enable the Town of Paradise to be more competitive for future grant funds.
The Projects are part of the town’s ongoing initiative to provide residents with active transportation infrastructure. The need for the projects stems from the lack of consistent sidewalks throughout the town and the fact that “The overall pattern of streets, forced largely by land topography and other constraints, has created poor street connectivity.” This makes it extremely difficult for community members utilizing any form of rolling transportation to navigate the town. The project will have a transformative effect upon the community in the long run by increasing mobility, providing a safe route for pedestrians and cyclists, and increasing the walkability of the tract.
On August 18, 2019 and November 12, 2019, Town Council adopted resolutions authorizing the Town Manager, or her designee, to sign the Program Supplement Agreement for the above noted projects.
Due to project delays and cost increases, the following revisions were requested to the 2021 Federal Transportation Improvement Program (FTIP) in April 2022:
56 Skway/Neal Bike/Ped - CML 5425 (043)
Move $175,000 in right of way funds to Preliminary Engineering to fully fund the PE component for a revised total from $525,000 to $700,000.
Oliver Curve Pathway - CML 5425 (044)
Move $125,000 in right of way funds to Preliminary Engineering to fully fund the PE component for a revised total from $425,000 to $550,000.
Project Pentz Pathway Phase II - CML 5425 (042)
Move $100,000 in right of way funds to Preliminary Engineering. In addition, add another $100,000 in Congestion Mitigation and Air Quality Program funds to fully fund the PE component for a revised total from $250,000 to $450,000.
On June 15, 2022 Caltrans approved the above revisions as 2021 FTIP Amendment No. 006.
Analysis:
To remain eligible for the allocated Congestion Mitigation Air Quality (CMAQ) grant funding, the Town of Paradise is required to execute Program Supplement Agreements Revision for each approved project which partner with the master Administering Agency-State Agreement for Federal-Aid Projects (Agreement No. 03-5425R). These supplement agreement revisions, included as Attachments, serve as contracts between the Town of Paradise and California Department of Transportation, binding each to certain responsibilities to process these Federally funded projects. The attached agreements must be approved by the Town to continue receipt of Federal funds. In addition, the Town is required to adopt a resolution identifying the project and designate an official authorized to execute the Program Supplement Agreements.
Financial Impact:
The cost for the preliminary phases for all three projects are 100% grant funded.
Attachments:
A. PSA No. F020 Rev. 1 for Project Skway/Neal Bike/Ped - CML 5425 (043) B. PSA No. F021 Rev. 1 for Project Oliver Curve Pathway - CML 5425 (044) C. PSA No. F022 Rev. 1 for Project Pentz Pathway Phase II - CML 5425 (042) 57 F020 Rev. 1
FOR FEDERAL-AID PROJECTS NO 03-5425F15
0319000246
July 25, 2022
03-BUT-0-PRDS
CML-5425(043)
5425
This Program Supplement hereby adopts and incorporates the Administering Agency-State Agreement for Federal Aid which was entered into between the Administering Agency and the State on 04/25/2016 and is subject to all the terms and conditions thereof. This Program Supplement is executed in accordance with Article I of the aforementioned Master Agreement under authority of Resolution No. approved by the Administering Agency on (See copy attached).
The Administering Agency further stipulates that as a condition to the payment by the State of any funds derived from sources noted below obligated to this PROJECT, the Administering Agency accepts and will comply with the special covenants or remarks set forth on the following pages.
Neal Road between Town Limits and Skyway, and Skyway between Neal Road and Pearson Road
Bike Path 0.0(MILES)
Estimated Cost Federal Funds Matching Funds
Z400 $550,000.00
TOWN OF PARADISE
By ________________________________ By ________________________________ Title _______________________________
Date _______________________________
Attest _______________________________ Date _______________________________ Division of Local Assistance
I hereby certify upon my personal knowledge that budgeted funds are available for this encumbrance:
Accounting Officer _______________________ Date _______________ PROGRAM SUPPLEMENT NO.
to
ADMINISTERING AGENCY-STATE AGREEMENT
Adv. Project ID Date:
Location:
Project Number:
E.A. Number:
Locode:
PROJECT LOCATION:
TYPE OF WORK: LENGTH:
LOCAL OTHER
$550,000.00 $0.00 $0.00
Chief, Office of Project Implementation
STATE OF CALIFORNIA
Department of Transportation
$550,000.00
Program Supplement 03-5425F15-F020-R1- 1Page of 7
07/25/2022
58 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(043)
1. A. The ADMINISTERING AGENCY will advertise, award and administer this project in accordance with the current published Local Assistance Procedures Manual.
B. ADMINISTERING AGENCY agrees that it will only proceed with work authorized for specific phase(s) with an "Authorization to Proceed" and will not proceed with future phase(s) of this project prior to receiving an "Authorization to Proceed" from the STATE for that phase(s) unless no further State or Federal funds are needed for those future phase(s).
C. STATE and ADMINISTERING AGENCY agree that any additional funds which might be made available by future Federal obligations will be encumbered on this PROJECT by use of a STATE-approved "Authorization to Proceed" and Finance Letter. ADMINISTERING AGENCY agrees that Federal funds available for reimbursement will be limited to the amounts obligated by the Federal Highway Administration.
D. Award information shall be submitted by the ADMINISTERING AGENCY to the District Local Assistance Engineer within 60 days of project contract award and prior to the submittal of the ADMINISTERING AGENCY'S first invoice for the construction contract.
Failure to do so will cause a delay in the State processing invoices for the construction phase.
Attention is directed to Section 15.7 "Award Package" of the Local Assistance Procedures Manual.
E. ADMINISTERING AGENCY agrees, as a minimum, to submit invoices at least once every six months commencing after the funds are encumbered for each phase by the execution of this Project Program Supplement Agreement, or by STATE's approval of an applicable Finance Letter. STATE reserves the right to suspend future authorizations/obligations for Federal aid projects, or encumbrances for State funded projects, as well as to suspend invoice payments for any on-going or future project by ADMINISTERING AGENCY if PROJECT costs have not been invoiced by ADMINISTERING AGENCY for a six-month period.
If no costs have been invoiced for a six-month period, ADMINISTERING AGENCY agrees to submit for each phase a written explanation of the absence of PROJECT activity along with target billing date and target billing amount.
ADMINISTERING AGENCY agrees to submit the final report documents that collectively constitute a "Report of Expenditures" within one hundred eighty (180) days of PROJECT completion. Failure of ADMINISTERING AGENCY to submit a "Final Report of Expenditures" within 180 days of PROJECT completion will result in STATE imposing sanctions upon ADMINISTERING AGENCY in accordance with the current Local Assistance Procedures Manual.
Program Supplement 03-5425F15-F020-R1- Page 2 of 7
59 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(043)
F. Administering Agency shall not discriminate on the basis of race, religion, age, disability, color, national origin, or sex in the award and performance of any Federal-assisted contract or in the administration of its DBE Program Implementation Agreement. The Administering Agency shall take all necessary and reasonable steps under 49 CFR Part 26 to ensure nondiscrimination in the award and administration of Federal-assisted contracts. The Administering Agency's DBE Implementation Agreement is incorporated by reference in this Agreement. Implementation of the DBE Implementation Agreement, including but not limited to timely reporting of DBE commitments and utilization, is a legal obligation and failure to carry out its terms shall be treated as a violation of this Agreement. Upon notification to the Administering Agency of its failure to carry out its DBE Implementation Agreement, the State may impose sanctions as provided for under 49 CFR Part 26 and may, in appropriate cases, refer the matter for enforcement under 18 U.S.C. 1001 and/or the Program Fraud Civil Remedies Act of 1986 (31 U.S.C. 3801 et seq.).
G. Any State and Federal funds that may have been encumbered for this project are available for disbursement for limited periods of time. For each fund encumbrance the limited period is from the start of the fiscal year that the specific fund was appropriated within the State Budget Act to the applicable fund Reversion Date shown on the State approved project finance letter. Per Government Code Section 16304, all project funds not liquidated within these periods will revert unless an executed Cooperative Work Agreement extending these dates is requested by the ADMINISTERING AGENCY and approved by the California Department of Finance.
ADMINISTERING AGENCY should ensure that invoices are submitted to the District Local Assistance Engineer at least 75 days prior to the applicable fund Reversion Date to avoid the lapse of applicable funds. Pursuant to a directive from the State Controller's Office and the Department of Finance; in order for payment to be made, the last date the District Local Assistance Engineer can forward an invoice for payment to the Department's Local Programs Accounting Office for reimbursable work for funds that are going to revert at the end of a particular fiscal year is May 15th of the particular fiscal year. Notwithstanding the unliquidated sums of project specific State and Federal funding remaining and available to fund project work, any invoice for reimbursement involving applicable funds that is not received by the Department's Local Programs Accounting Office at least 45 days prior to the applicable fixed fund Reversion Date will not be paid. These unexpended funds will be irrevocably reverted by the Department's Division of Accounting on the applicable fund Reversion Date.
H. As a condition for receiving federal-aid highway funds for the PROJECT, the Administering Agency certifies that NO members of the elected board, council, or other key decision makers are on the Federal Government Exclusion List. Exclusions can be found at www.sam.gov.
Program Supplement 03-5425F15-F020-R1- Page 3 of 7
60 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(043)
2. A. ADMINISTERING AGENCY shall conform to all State statutes, regulations and procedures (including those set forth in the Local Assistance Procedures Manual and the Local Assistance Program Guidelines, hereafter collectively referred to as "LOCAL ASSISTANCE PROCEDURES") relating to the federal-aid program, all Title 23 Code of Federal Regulation (CFR) and 2 CFR Part 200 federal requirements, and all applicable federal laws, regulations, and policy and procedural or instructional memoranda, unless otherwise specifically waived as designated in the executed project-specific PROGRAM SUPPLEMENT.
B. Invoices shall be formatted in accordance with LOCAL ASSISTANCE PROCEDURES.
C. ADMINISTERING AGENCY must have at least one copy of supporting backup documentation for costs incurred and claimed for reimbursement by ADMINISTERING AGENCY. ADMINISTERING AGENCY agrees to submit supporting backup documentation with invoices if requested by State. Acceptable backup documentation includes, but is not limited to, agency's progress payment to the contractors, copies of cancelled checks showing amounts made payable to vendors and contractors, and/or a computerized summary of PROJECT costs.
D. Indirect Cost Allocation Plan/Indirect Cost Rate Proposals (ICAP/ICRP), Central Service Cost Allocation Plans and related documentation are to be prepared and provided to STATE (Caltrans Audits & Investigations) for review and approval prior to ADMINISTERING AGENCY seeking reimbursement of indirect costs incurred within each fiscal year being claimed for State and federal reimbursement. ICAPs/ICRPs must be prepared in accordance with the requirements set forth in 2 CFR, Part 200, Chapter 5 of the Local Assistance Procedural Manual, and the ICAP/ICRP approval procedures established by STATE.
E. STATE will withhold the greater of either two (2) percent of the total of all federal funds encumbered for each PROGRAM SUPPLEMENT or $40,000 until ADMINISTERING AGENCY submits the Final Report of Expenditures for each completed PROGRAM SUPPLEMENT PROJECT.
F. Payments to ADMINISTERING AGENCY for PROJECT-related travel and subsistence (per diem) expenses of ADMINISTERING AGENCY forces and its contractors and subcontractors claimed for reimbursement or as local match credit shall not exceed rates authorized to be paid rank and file STATE employees under current State Department of Personnel Administration (DPA) rules. If the rates invoiced by ADMINISTERING AGENCY are in excess of DPA rates, ADMINISTERING AGENCY is responsible for the cost difference, and any overpayments inadvertently paid by STATE shall be reimbursed to STATE by ADMINISTERING AGENCY on demand within thirty (30) days of such invoice.
Program Supplement 03-5425F15-F020-R1- Page 4 of 7
61 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(043)
G. ADMINISTERING AGENCY agrees to comply with 2 CFR, Part 200, Uniform Administrative Requirements, Cost Principles and Audit Requirement for Federal Awards.
H. ADMINISTERING AGENCY agrees, and will assure that its contractors and subcontractors will be obligated to agree, that Contract Cost Principles and Procedures, 48 CFR, Federal Acquisition Regulations System, Chapter 1, Part 31, et seq., shall be used to determine the allowability of individual PROJECT cost items.
I. Every sub-recipient receiving PROJECT funds under this AGREEMENT shall comply with 2 CFR, Part 200, 23 CFR, 48 CFR Chapter 1, Part 31, Local Assistance Procedures, Public Contract Code (PCC) 10300-10334 (procurement of goods), PCC 10335-10381 (non-A&E services), and other applicable STATE and FEDERAL regulations.
J. Any PROJECT costs for which ADMINISTERING AGENCY has received payment or credit that are determined by subsequent audit to be unallowable under 2 CFR, Part 200, 23 CFR, 48 CFR, Chapter 1, Part 31, and other applicable STATE and FEDERAL regulations, are subject to repayment by ADMINISTERING AGENCY to STATE.
K. STATE reserves the right to conduct technical and financial audits of PROJECT WORK and records and ADMINISTERING AGENCY agrees, and shall require its contractors and subcontractors to agree, to cooperate with STATE by making all appropriate and relevant PROJECT records available for audit and copying as required by the following paragraph:
ADMINISTERING AGENCY, ADMINISTERING AGENCY'S contractors and subcontractors, and STATE shall each maintain and make available for inspection and audit by STATE, the California State Auditor, or any duly authorized representative of STATE or the United States all books, documents, papers, accounting records, and other evidence pertaining to the performance of such contracts, including, but not limited to, the costs of administering those various contracts and ADMINISTERING AGENCY shall furnish copies thereof if requested.
All of the above referenced parties shall make such AGREEMENT, PROGRAM SUPPLEMENT, and contract materials available at their respective offices at all reasonable times during the entire PROJECT period and for three (3) years from the date of submission of the final expenditure report by the STATE to the FHWA.
L. ADMINISTERING AGENCY, its contractors and subcontractors shall establish and maintain a financial management system and records that properly accumulate and segregate reasonable, allowable, and allocable incurred PROJECT costs and matching funds by line item for the PROJECT. The financial management system
Program Supplement 03-5425F15-F020-R1- Page 5 of 7
62 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(043)
of ADMINISTERING AGENCY, its contractors and all subcontractors shall conform to Generally Accepted Accounting Principles, enable the determination of incurred costs at interim points of completion, and provide support for reimbursement payment vouchers or invoices set to or paid by STATE.
M. ADMINISTERING AGENCY is required to have an audit in accordance with the Single Audit Act of 2 CFR 200 if it expends $750,000 or more in Federal Funds in a single fiscal year of the Catalogue of Federal Domestic Assistance.
N. ADMINISTERING AGENCY agrees to include all PROGRAM SUPPLEMENTS adopting the terms of this AGREEMENT in the schedule of projects to be examined in ADMINISTERING AGENCY's annual audit and in the schedule of projects to be examined under its single audit prepared in accordance with 2 CFR, Part 200.
O. ADMINISTERING AGENCY shall not award a non-A&E contract over $5,000, construction contracts over $10,000, or other contracts over $25,000 [excluding professional service contracts of the type which are required to be procured in accordance with Government Code sections 4525 (d), (e) and (f)] on the basis of a noncompetitive negotiation for work to be performed under this AGREEMENT without the prior written approval of STATE. Contracts awarded by ADMINISTERING AGENCY, if intended as local match credit, must meet the requirements set forth in this AGREEMENT regarding local match funds.
P. Any subcontract entered into by ADMINISTERING AGENCY as a result of this AGREEMENT shall contain provisions B, C, F, H, I, K, and L under Section 2 of this agreement.
3. In the event that right of way acquisition for or construction of this project of the initial federal authorization for preliminary engineering is not started by the close of the tenth fiscal year following the fiscal year in which the project is authorized, the ADMINISTERING AGENCY shall repay the Federal Highway Administration through Caltrans the sum of Federal funds paid under the terms of this agreement.
4. Appendix E of the Title VI Assurances (US DOT Order 1050.2A) During the performance of this agreement, the ADMINISTERING AGENCY, ADMINISTERING AGENCY'S contractors and subcontractor, (hereinafter referred to as the "contractor") agrees to comply with the following nondiscrimination statutes and authorities; including but not limited to:
Pertinent Nondiscrimination Authorities:
A. Title VI of the Civil Rights Act of 1964 (42 U.S.C. 2000d et seq., 78 stat. 252), (prohibits discrimination on the basis of race, color, national origin); and 49 CFR Part 21.
B. The Uniform Relocation Assistance and Real Property Acquisition Policies Act of Program Supplement 03-5425F15-F020-R1- Page 6 of 7
63 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(043)
1970, (42 U.S.C. 4601), (prohibits unfair treatment of persons displaced or whose property has been acquired because of Federal or Federal-aid programs and projects); C. Federal-Aid Highway Act of 1973, (23 U.S.C. 324 et seq.), (prohibits discrimination on the basis of sex);
D. Section 504 of the Rehabilitation Act of 1973, (29 U.S.C. 794 et seq.), as amended, (prohibits discrimination on the basis of disability); and 49 CFR Part 27; E. The Age Discrimination Act of 1975, as amended, (42 U.S.C. 6101 et seq.), (prohibits discrimination on the basis of age);
F. Airport and Airway Improvement Act of 1982, (49 U.S.C. 4 71, Section 4 7123), as amended, (prohibits discrimination based on race, creed, color, national origin, or sex); G. The Civil Rights Restoration Act of 1987, (PL 100-209), (Broadened the scope, coverage and applicability of Title VI of the Civil Rights Act of 1964, The Age Discrimination Act of 1975 and Section 504 of the Rehabilitation Act of 1973, by expanding the definition of the terms "programs or
activities" to include all of the programs or activities of the Federal-aid recipients, subrecipients and contractors, whether such programs or activities are Federally funded or not);
H. Titles II and III of the Americans with Disabilities Act, which prohibit discrimination on the basis of disability in the operation of public entities, public and private transportation systems, places of public accommodation, and certain testing entities (42 U.S.C. 12131-12189) as implemented by Department of Transportation regulations at 49 C.F.R. parts 37 and 38; I. The Federal Aviation Administration's Nondiscrimination statute (49 U.S.C. 47123) (prohibits discrimination on the basis of race, color, national origin, and sex); J. Executive Order 12898, Federal Actions to Address Environmental Justice in Minority Populations and Low-Income Populations, which ensures nondiscrimination against minority populations by discouraging programs, policies, and activities with disproportionately high and adverse human health or environmental effects on minority and low-income populations; K. Executive Order 13166, Improving Access to Services for Persons with Limited English Proficiency, and resulting agency guidance, national origin discrimination includes discrimination because of limited English proficiency (LEP). To ensure compliance with Title VI, you must take reasonable steps to ensure that LEP persons have meaningful access to your programs (70 Fed. Reg. at 74087 to 74100);
L. Title IX of the Education Amendments of 1972, as amended, which prohibits you from discriminating because of sex in education programs or activities (20 U.S.C. 1681 et seq).
Program Supplement 03-5425F15-F020-R1- Page 7 of 7
64 F022 Rev. 1
FOR FEDERAL-AID PROJECTS NO 03-5425F15
0319000245
July 25, 2022
03-BUT-0-PRDS
CML-5425(042)
5425
This Program Supplement hereby adopts and incorporates the Administering Agency-State Agreement for Federal Aid which was entered into between the Administering Agency and the State on 04/25/2016 and is subject to all the terms and conditions thereof. This Program Supplement is executed in accordance with Article I of the aforementioned Master Agreement under authority of Resolution No. approved by the Administering Agency on (See copy attached).
The Administering Agency further stipulates that as a condition to the payment by the State of any funds derived from sources noted below obligated to this PROJECT, the Administering Agency accepts and will comply with the special covenants or remarks set forth on the following pages.
Along Pentz Road between Pearson Road and Bille Road, and from Wagstaff Road and Skyway
Construct a grade separated Class I bike-ped facility along the west side of Pentz Rd
0.0(MILES)
Estimated Cost Federal Funds Matching Funds
Z400 $700,000.00
TOWN OF PARADISE
By ________________________________ By ________________________________ Title _______________________________
Date _______________________________
Attest _______________________________ Date _______________________________ Division of Local Assistance
I hereby certify upon my personal knowledge that budgeted funds are available for this encumbrance:
Accounting Officer _______________________ Date _______________ PROGRAM SUPPLEMENT NO.
to
ADMINISTERING AGENCY-STATE AGREEMENT
Adv. Project ID Date:
Location:
Project Number:
E.A. Number:
Locode:
PROJECT LOCATION:
TYPE OF WORK: LENGTH:
LOCAL OTHER
$700,000.00 $0.00 $0.00
Chief, Office of Project Implementation
STATE OF CALIFORNIA
Department of Transportation
$700,000.00
Program Supplement 03-5425F15-F022-R1- 1Page of 7
07/25/2022
65 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(042)
1. A. The ADMINISTERING AGENCY will advertise, award and administer this project in accordance with the current published Local Assistance Procedures Manual.
B. ADMINISTERING AGENCY agrees that it will only proceed with work authorized for specific phase(s) with an "Authorization to Proceed" and will not proceed with future phase(s) of this project prior to receiving an "Authorization to Proceed" from the STATE for that phase(s) unless no further State or Federal funds are needed for those future phase(s).
C. STATE and ADMINISTERING AGENCY agree that any additional funds which might be made available by future Federal obligations will be encumbered on this PROJECT by use of a STATE-approved "Authorization to Proceed" and Finance Letter. ADMINISTERING AGENCY agrees that Federal funds available for reimbursement will be limited to the amounts obligated by the Federal Highway Administration.
D. Award information shall be submitted by the ADMINISTERING AGENCY to the District Local Assistance Engineer within 60 days of project contract award and prior to the submittal of the ADMINISTERING AGENCY'S first invoice for the construction contract.
Failure to do so will cause a delay in the State processing invoices for the construction phase.
Attention is directed to Section 15.7 "Award Package" of the Local Assistance Procedures Manual.
E. ADMINISTERING AGENCY agrees, as a minimum, to submit invoices at least once every six months commencing after the funds are encumbered for each phase by the execution of this Project Program Supplement Agreement, or by STATE's approval of an applicable Finance Letter. STATE reserves the right to suspend future authorizations/obligations for Federal aid projects, or encumbrances for State funded projects, as well as to suspend invoice payments for any on-going or future project by ADMINISTERING AGENCY if PROJECT costs have not been invoiced by ADMINISTERING AGENCY for a six-month period.
If no costs have been invoiced for a six-month period, ADMINISTERING AGENCY agrees to submit for each phase a written explanation of the absence of PROJECT activity along with target billing date and target billing amount.
ADMINISTERING AGENCY agrees to submit the final report documents that collectively constitute a "Report of Expenditures" within one hundred eighty (180) days of PROJECT completion. Failure of ADMINISTERING AGENCY to submit a "Final Report of Expenditures" within 180 days of PROJECT completion will result in STATE imposing sanctions upon ADMINISTERING AGENCY in accordance with the current Local Assistance Procedures Manual.
Program Supplement 03-5425F15-F022-R1- Page 2 of 7
66 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(042)
F. Administering Agency shall not discriminate on the basis of race, religion, age, disability, color, national origin, or sex in the award and performance of any Federal-assisted contract or in the administration of its DBE Program Implementation Agreement. The Administering Agency shall take all necessary and reasonable steps under 49 CFR Part 26 to ensure nondiscrimination in the award and administration of Federal-assisted contracts. The Administering Agency's DBE Implementation Agreement is incorporated by reference in this Agreement. Implementation of the DBE Implementation Agreement, including but not limited to timely reporting of DBE commitments and utilization, is a legal obligation and failure to carry out its terms shall be treated as a violation of this Agreement. Upon notification to the Administering Agency of its failure to carry out its DBE Implementation Agreement, the State may impose sanctions as provided for under 49 CFR Part 26 and may, in appropriate cases, refer the matter for enforcement under 18 U.S.C. 1001 and/or the Program Fraud Civil Remedies Act of 1986 (31 U.S.C. 3801 et seq.).
G. Any State and Federal funds that may have been encumbered for this project are available for disbursement for limited periods of time. For each fund encumbrance the limited period is from the start of the fiscal year that the specific fund was appropriated within the State Budget Act to the applicable fund Reversion Date shown on the State approved project finance letter. Per Government Code Section 16304, all project funds not liquidated within these periods will revert unless an executed Cooperative Work Agreement extending these dates is requested by the ADMINISTERING AGENCY and approved by the California Department of Finance.
ADMINISTERING AGENCY should ensure that invoices are submitted to the District Local Assistance Engineer at least 75 days prior to the applicable fund Reversion Date to avoid the lapse of applicable funds. Pursuant to a directive from the State Controller's Office and the Department of Finance; in order for payment to be made, the last date the District Local Assistance Engineer can forward an invoice for payment to the Department's Local Programs Accounting Office for reimbursable work for funds that are going to revert at the end of a particular fiscal year is May 15th of the particular fiscal year. Notwithstanding the unliquidated sums of project specific State and Federal funding remaining and available to fund project work, any invoice for reimbursement involving applicable funds that is not received by the Department's Local Programs Accounting Office at least 45 days prior to the applicable fixed fund Reversion Date will not be paid. These unexpended funds will be irrevocably reverted by the Department's Division of Accounting on the applicable fund Reversion Date.
H. As a condition for receiving federal-aid highway funds for the PROJECT, the Administering Agency certifies that NO members of the elected board, council, or other key decision makers are on the Federal Government Exclusion List. Exclusions can be found at www.sam.gov.
Program Supplement 03-5425F15-F022-R1- Page 3 of 7
67 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(042)
2. A. ADMINISTERING AGENCY shall conform to all State statutes, regulations and procedures (including those set forth in the Local Assistance Procedures Manual and the Local Assistance Program Guidelines, hereafter collectively referred to as "LOCAL ASSISTANCE PROCEDURES") relating to the federal-aid program, all Title 23 Code of Federal Regulation (CFR) and 2 CFR Part 200 federal requirements, and all applicable federal laws, regulations, and policy and procedural or instructional memoranda, unless otherwise specifically waived as designated in the executed project-specific PROGRAM SUPPLEMENT.
B. Invoices shall be formatted in accordance with LOCAL ASSISTANCE PROCEDURES.
C. ADMINISTERING AGENCY must have at least one copy of supporting backup documentation for costs incurred and claimed for reimbursement by ADMINISTERING AGENCY. ADMINISTERING AGENCY agrees to submit supporting backup documentation with invoices if requested by State. Acceptable backup documentation includes, but is not limited to, agency's progress payment to the contractors, copies of cancelled checks showing amounts made payable to vendors and contractors, and/or a computerized summary of PROJECT costs.
D. Indirect Cost Allocation Plan/Indirect Cost Rate Proposals (ICAP/ICRP), Central Service Cost Allocation Plans and related documentation are to be prepared and provided to STATE (Caltrans Audits & Investigations) for review and approval prior to ADMINISTERING AGENCY seeking reimbursement of indirect costs incurred within each fiscal year being claimed for State and federal reimbursement. ICAPs/ICRPs must be prepared in accordance with the requirements set forth in 2 CFR, Part 200, Chapter 5 of the Local Assistance Procedural Manual, and the ICAP/ICRP approval procedures established by STATE.
E. STATE will withhold the greater of either two (2) percent of the total of all federal funds encumbered for each PROGRAM SUPPLEMENT or $40,000 until ADMINISTERING AGENCY submits the Final Report of Expenditures for each completed PROGRAM SUPPLEMENT PROJECT.
F. Payments to ADMINISTERING AGENCY for PROJECT-related travel and subsistence (per diem) expenses of ADMINISTERING AGENCY forces and its contractors and subcontractors claimed for reimbursement or as local match credit shall not exceed rates authorized to be paid rank and file STATE employees under current State Department of Personnel Administration (DPA) rules. If the rates invoiced by ADMINISTERING AGENCY are in excess of DPA rates, ADMINISTERING AGENCY is responsible for the cost difference, and any overpayments inadvertently paid by STATE shall be reimbursed to STATE by ADMINISTERING AGENCY on demand within thirty (30) days of such invoice.
Program Supplement 03-5425F15-F022-R1- Page 4 of 7
68 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(042)
G. ADMINISTERING AGENCY agrees to comply with 2 CFR, Part 200, Uniform Administrative Requirements, Cost Principles and Audit Requirement for Federal Awards.
H. ADMINISTERING AGENCY agrees, and will assure that its contractors and subcontractors will be obligated to agree, that Contract Cost Principles and Procedures, 48 CFR, Federal Acquisition Regulations System, Chapter 1, Part 31, et seq., shall be used to determine the allowability of individual PROJECT cost items.
I. Every sub-recipient receiving PROJECT funds under this AGREEMENT shall comply with 2 CFR, Part 200, 23 CFR, 48 CFR Chapter 1, Part 31, Local Assistance Procedures, Public Contract Code (PCC) 10300-10334 (procurement of goods), PCC 10335-10381 (non-A&E services), and other applicable STATE and FEDERAL regulations.
J. Any PROJECT costs for which ADMINISTERING AGENCY has received payment or credit that are determined by subsequent audit to be unallowable under 2 CFR, Part 200, 23 CFR, 48 CFR, Chapter 1, Part 31, and other applicable STATE and FEDERAL regulations, are subject to repayment by ADMINISTERING AGENCY to STATE.
K. STATE reserves the right to conduct technical and financial audits of PROJECT WORK and records and ADMINISTERING AGENCY agrees, and shall require its contractors and subcontractors to agree, to cooperate with STATE by making all appropriate and relevant PROJECT records available for audit and copying as required by the following paragraph:
ADMINISTERING AGENCY, ADMINISTERING AGENCY'S contractors and subcontractors, and STATE shall each maintain and make available for inspection and audit by STATE, the California State Auditor, or any duly authorized representative of STATE or the United States all books, documents, papers, accounting records, and other evidence pertaining to the performance of such contracts, including, but not limited to, the costs of administering those various contracts and ADMINISTERING AGENCY shall furnish copies thereof if requested.
All of the above referenced parties shall make such AGREEMENT, PROGRAM SUPPLEMENT, and contract materials available at their respective offices at all reasonable times during the entire PROJECT period and for three (3) years from the date of submission of the final expenditure report by the STATE to the FHWA.
L. ADMINISTERING AGENCY, its contractors and subcontractors shall establish and maintain a financial management system and records that properly accumulate and segregate reasonable, allowable, and allocable incurred PROJECT costs and matching funds by line item for the PROJECT. The financial management system
Program Supplement 03-5425F15-F022-R1- Page 5 of 7
69 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(042)
of ADMINISTERING AGENCY, its contractors and all subcontractors shall conform to Generally Accepted Accounting Principles, enable the determination of incurred costs at interim points of completion, and provide support for reimbursement payment vouchers or invoices set to or paid by STATE.
M. ADMINISTERING AGENCY is required to have an audit in accordance with the Single Audit Act of 2 CFR 200 if it expends $750,000 or more in Federal Funds in a single fiscal year of the Catalogue of Federal Domestic Assistance.
N. ADMINISTERING AGENCY agrees to include all PROGRAM SUPPLEMENTS adopting the terms of this AGREEMENT in the schedule of projects to be examined in ADMINISTERING AGENCY's annual audit and in the schedule of projects to be examined under its single audit prepared in accordance with 2 CFR, Part 200.
O. ADMINISTERING AGENCY shall not award a non-A&E contract over $5,000, construction contracts over $10,000, or other contracts over $25,000 [excluding professional service contracts of the type which are required to be procured in accordance with Government Code sections 4525 (d), (e) and (f)] on the basis of a noncompetitive negotiation for work to be performed under this AGREEMENT without the prior written approval of STATE. Contracts awarded by ADMINISTERING AGENCY, if intended as local match credit, must meet the requirements set forth in this AGREEMENT regarding local match funds.
P. Any subcontract entered into by ADMINISTERING AGENCY as a result of this AGREEMENT shall contain provisions B, C, F, H, I, K, and L under Section 2 of this agreement.
3. In the event that right of way acquisition for or construction of this project of the initial federal authorization for preliminary engineering is not started by the close of the tenth fiscal year following the fiscal year in which the project is authorized, the ADMINISTERING AGENCY shall repay the Federal Highway Administration through Caltrans the sum of Federal funds paid under the terms of this agreement.
4. Appendix E of the Title VI Assurances (US DOT Order 1050.2A) During the performance of this agreement, the ADMINISTERING AGENCY, ADMINISTERING AGENCY'S contractors and subcontractor, (hereinafter referred to as the "contractor") agrees to comply with the following nondiscrimination statutes and authorities; including but not limited to:
Pertinent Nondiscrimination Authorities:
A. Title VI of the Civil Rights Act of 1964 (42 U.S.C. 2000d et seq., 78 stat. 252), (prohibits discrimination on the basis of race, color, national origin); and 49 CFR Part 21.
B. The Uniform Relocation Assistance and Real Property Acquisition Policies Act of Program Supplement 03-5425F15-F022-R1- Page 6 of 7
70 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(042)
1970, (42 U.S.C. 4601), (prohibits unfair treatment of persons displaced or whose property has been acquired because of Federal or Federal-aid programs and projects); C. Federal-Aid Highway Act of 1973, (23 U.S.C. 324 et seq.), (prohibits discrimination on the basis of sex);
D. Section 504 of the Rehabilitation Act of 1973, (29 U.S.C. 794 et seq.), as amended, (prohibits discrimination on the basis of disability); and 49 CFR Part 27; E. The Age Discrimination Act of 1975, as amended, (42 U.S.C. 6101 et seq.), (prohibits discrimination on the basis of age);
F. Airport and Airway Improvement Act of 1982, (49 U.S.C. 4 71, Section 4 7123), as amended, (prohibits discrimination based on race, creed, color, national origin, or sex); G. The Civil Rights Restoration Act of 1987, (PL 100-209), (Broadened the scope, coverage and applicability of Title VI of the Civil Rights Act of 1964, The Age Discrimination Act of 1975 and Section 504 of the Rehabilitation Act of 1973, by expanding the definition of the terms "programs or
activities" to include all of the programs or activities of the Federal-aid recipients, subrecipients and contractors, whether such programs or activities are Federally funded or not);
H. Titles II and III of the Americans with Disabilities Act, which prohibit discrimination on the basis of disability in the operation of public entities, public and private transportation systems, places of public accommodation, and certain testing entities (42 U.S.C. 12131-12189) as implemented by Department of Transportation regulations at 49 C.F.R. parts 37 and 38; I. The Federal Aviation Administration's Nondiscrimination statute (49 U.S.C. 47123) (prohibits discrimination on the basis of race, color, national origin, and sex); J. Executive Order 12898, Federal Actions to Address Environmental Justice in Minority Populations and Low-Income Populations, which ensures nondiscrimination against minority populations by discouraging programs, policies, and activities with disproportionately high and adverse human health or environmental effects on minority and low-income populations; K. Executive Order 13166, Improving Access to Services for Persons with Limited English Proficiency, and resulting agency guidance, national origin discrimination includes discrimination because of limited English proficiency (LEP). To ensure compliance with Title VI, you must take reasonable steps to ensure that LEP persons have meaningful access to your programs (70 Fed. Reg. at 74087 to 74100);
L. Title IX of the Education Amendments of 1972, as amended, which prohibits you from discriminating because of sex in education programs or activities (20 U.S.C. 1681 et seq).
Program Supplement 03-5425F15-F022-R1- Page 7 of 7
71 1
TOWN OF PARADISE
RESOLUTION NO. 2022-____
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF
PARADISE AUTHORIZING THE TOWN MANAGER OF THE TOWN OF
PARADISE OR THEIR DESIGNEE TO SIGN PROGRAM SUPPLEMENT
AGREEMENTS F020, F021, AND F022 TO THE ADMINISTERING
AGENCY-STATE AGREEMENT FOR FEDERAL AID PROJECTS
CORRESPONDING TO CONGESTION MITIGATION AIR QUALITY
FUNDING.
WHEREAS, the Town of Paradise has received federal funds for various Congestion Mitigation Air Quality (CMAQ) projects and has entered into an Agency-State Agreement for Federal-Aid Projects with the California Department of Transportation; and, WHEREAS, the State of California through its Department of Transportation (Caltrans) administers Congestion Mitigation Air Quality (CMAQ) program and selects projects for funding; and,
WHEREAS, the Town of Paradise was awarded three Congestion Mitigation Air Quality (CMAQ) projects and has $1,700,00 in Federal funds allocated to the projects; and,
WHEREAS, Caltrans provides Program Supplement Agreements in accordance with Administering Agency-State Agreement for Federal-Aid Projects, Agreement No. 03- 5425F15 (Master Agreement), which upon full execution enables the Town of Paradise to request and receive Federal funds; and,
WHEREAS, Caltrans requires the Town of Paradise to execute the Revised Program Supplement Agreements No. F020, F021, and F022 for the Congestion Mitigation Air Quality (CMAQ) projects in order to be eligible to receive Federal-Aid for eligible project costs; and,
WHEREAS, these funds will require that they are managed in accordance with the Caltrans Local Assistance Procedures Manual; and,
WHEREAS, the Town Council of the Town of Paradise has approved and agreed to this Revised Program Supplement Agreement.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF PARADISE AS FOLLOWS:
Section 1. That the Town Manager of the Town of Paradise, or their designee, is hereby authorized to sign said Agreement on behalf of the Town.
Section 2. The Town Clerk shall certify to the passage and adoption of this resolution.
72 2
PASSED AND ADOPTED by the Town Council of the Town of Paradise on this 9 th day of August 2022, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
By:
Steve Crowder, Mayor
ATTEST:
___________
Dina Volenski, CMC, Town Clerk
APPROVED AS TO FORM:
___________
Scott E. Huber, Town Attorney
73 F021 Rev. 1
FOR FEDERAL-AID PROJECTS NO 03-5425F15
0319000247
August 02, 2022
03-BUT-0-PRDS
CML-5425(044)
5425
This Program Supplement hereby adopts and incorporates the Administering Agency-State Agreement for Federal Aid which was entered into between the Administering Agency and the State on 04/25/2016 and is subject to all the terms and conditions thereof. This Program Supplement is executed in accordance with Article I of the aforementioned Master Agreement under authority of Resolution No. approved by the Administering Agency on (See copy attached).
The Administering Agency further stipulates that as a condition to the payment by the State of any funds derived from sources noted below obligated to this PROJECT, the Administering Agency accepts and will comply with the special covenants or remarks set forth on the following pages.
Oliver Road between Skyway and Valley View Drive
Construct a grade separated Class I bike-ped facility 0.0(MILES) Estimated Cost Federal Funds Matching Funds
Z400 $450,000.00
TOWN OF PARADISE
By ________________________________ By ________________________________ Title _______________________________
Date _______________________________
Attest _______________________________ Date _______________________________ Division of Local Assistance
I hereby certify upon my personal knowledge that budgeted funds are available for this encumbrance:
Accounting Officer _______________________ Date _______________ PROGRAM SUPPLEMENT NO.
to
ADMINISTERING AGENCY-STATE AGREEMENT
Adv. Project ID Date:
Location:
Project Number:
E.A. Number:
Locode:
PROJECT LOCATION:
TYPE OF WORK: LENGTH:
LOCAL OTHER
$450,000.00 $0.00 $0.00
Chief, Office of Project Implementation
STATE OF CALIFORNIA
Department of Transportation
$450,000.00
Program Supplement 03-5425F15-F021-R1- 1Page of 7
08/02/2022
74 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(044)
1. A. The ADMINISTERING AGENCY will advertise, award and administer this project in accordance with the current published Local Assistance Procedures Manual.
B. ADMINISTERING AGENCY agrees that it will only proceed with work authorized for specific phase(s) with an "Authorization to Proceed" and will not proceed with future phase(s) of this project prior to receiving an "Authorization to Proceed" from the STATE for that phase(s) unless no further State or Federal funds are needed for those future phase(s).
C. STATE and ADMINISTERING AGENCY agree that any additional funds which might be made available by future Federal obligations will be encumbered on this PROJECT by use of a STATE-approved "Authorization to Proceed" and Finance Letter. ADMINISTERING AGENCY agrees that Federal funds available for reimbursement will be limited to the amounts obligated by the Federal Highway Administration.
D. Award information shall be submitted by the ADMINISTERING AGENCY to the District Local Assistance Engineer within 60 days of project contract award and prior to the submittal of the ADMINISTERING AGENCY'S first invoice for the construction contract.
Failure to do so will cause a delay in the State processing invoices for the construction phase.
Attention is directed to Section 15.7 "Award Package" of the Local Assistance Procedures Manual.
E. ADMINISTERING AGENCY agrees, as a minimum, to submit invoices at least once every six months commencing after the funds are encumbered for each phase by the execution of this Project Program Supplement Agreement, or by STATE's approval of an applicable Finance Letter. STATE reserves the right to suspend future authorizations/obligations for Federal aid projects, or encumbrances for State funded projects, as well as to suspend invoice payments for any on-going or future project by ADMINISTERING AGENCY if PROJECT costs have not been invoiced by ADMINISTERING AGENCY for a six-month period.
If no costs have been invoiced for a six-month period, ADMINISTERING AGENCY agrees to submit for each phase a written explanation of the absence of PROJECT activity along with target billing date and target billing amount.
ADMINISTERING AGENCY agrees to submit the final report documents that collectively constitute a "Report of Expenditures" within one hundred eighty (180) days of PROJECT completion. Failure of ADMINISTERING AGENCY to submit a "Final Report of Expenditures" within 180 days of PROJECT completion will result in STATE imposing sanctions upon ADMINISTERING AGENCY in accordance with the current Local Assistance Procedures Manual.
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75 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(044)
F. Administering Agency shall not discriminate on the basis of race, religion, age, disability, color, national origin, or sex in the award and performance of any Federal-assisted contract or in the administration of its DBE Program Implementation Agreement. The Administering Agency shall take all necessary and reasonable steps under 49 CFR Part 26 to ensure nondiscrimination in the award and administration of Federal-assisted contracts. The Administering Agency's DBE Implementation Agreement is incorporated by reference in this Agreement. Implementation of the DBE Implementation Agreement, including but not limited to timely reporting of DBE commitments and utilization, is a legal obligation and failure to carry out its terms shall be treated as a violation of this Agreement. Upon notification to the Administering Agency of its failure to carry out its DBE Implementation Agreement, the State may impose sanctions as provided for under 49 CFR Part 26 and may, in appropriate cases, refer the matter for enforcement under 18 U.S.C. 1001 and/or the Program Fraud Civil Remedies Act of 1986 (31 U.S.C. 3801 et seq.).
G. Any State and Federal funds that may have been encumbered for this project are available for disbursement for limited periods of time. For each fund encumbrance the limited period is from the start of the fiscal year that the specific fund was appropriated within the State Budget Act to the applicable fund Reversion Date shown on the State approved project finance letter. Per Government Code Section 16304, all project funds not liquidated within these periods will revert unless an executed Cooperative Work Agreement extending these dates is requested by the ADMINISTERING AGENCY and approved by the California Department of Finance.
ADMINISTERING AGENCY should ensure that invoices are submitted to the District Local Assistance Engineer at least 75 days prior to the applicable fund Reversion Date to avoid the lapse of applicable funds. Pursuant to a directive from the State Controller's Office and the Department of Finance; in order for payment to be made, the last date the District Local Assistance Engineer can forward an invoice for payment to the Department's Local Programs Accounting Office for reimbursable work for funds that are going to revert at the end of a particular fiscal year is May 15th of the particular fiscal year. Notwithstanding the unliquidated sums of project specific State and Federal funding remaining and available to fund project work, any invoice for reimbursement involving applicable funds that is not received by the Department's Local Programs Accounting Office at least 45 days prior to the applicable fixed fund Reversion Date will not be paid. These unexpended funds will be irrevocably reverted by the Department's Division of Accounting on the applicable fund Reversion Date.
H. As a condition for receiving federal-aid highway funds for the PROJECT, the Administering Agency certifies that NO members of the elected board, council, or other key decision makers are on the Federal Government Exclusion List. Exclusions can be found at www.sam.gov.
Program Supplement 03-5425F15-F021-R1- Page 3 of 7
76 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(044)
2. A. ADMINISTERING AGENCY shall conform to all State statutes, regulations and procedures (including those set forth in the Local Assistance Procedures Manual and the Local Assistance Program Guidelines, hereafter collectively referred to as "LOCAL ASSISTANCE PROCEDURES") relating to the federal-aid program, all Title 23 Code of Federal Regulation (CFR) and 2 CFR Part 200 federal requirements, and all applicable federal laws, regulations, and policy and procedural or instructional memoranda, unless otherwise specifically waived as designated in the executed project-specific PROGRAM SUPPLEMENT.
B. Invoices shall be formatted in accordance with LOCAL ASSISTANCE PROCEDURES.
C. ADMINISTERING AGENCY must have at least one copy of supporting backup documentation for costs incurred and claimed for reimbursement by ADMINISTERING AGENCY. ADMINISTERING AGENCY agrees to submit supporting backup documentation with invoices if requested by State. Acceptable backup documentation includes, but is not limited to, agency's progress payment to the contractors, copies of cancelled checks showing amounts made payable to vendors and contractors, and/or a computerized summary of PROJECT costs.
D. Indirect Cost Allocation Plan/Indirect Cost Rate Proposals (ICAP/ICRP), Central Service Cost Allocation Plans and related documentation are to be prepared and provided to STATE (Caltrans Audits & Investigations) for review and approval prior to ADMINISTERING AGENCY seeking reimbursement of indirect costs incurred within each fiscal year being claimed for State and federal reimbursement. ICAPs/ICRPs must be prepared in accordance with the requirements set forth in 2 CFR, Part 200, Chapter 5 of the Local Assistance Procedural Manual, and the ICAP/ICRP approval procedures established by STATE.
E. STATE will withhold the greater of either two (2) percent of the total of all federal funds encumbered for each PROGRAM SUPPLEMENT or $40,000 until ADMINISTERING AGENCY submits the Final Report of Expenditures for each completed PROGRAM SUPPLEMENT PROJECT.
F. Payments to ADMINISTERING AGENCY for PROJECT-related travel and subsistence (per diem) expenses of ADMINISTERING AGENCY forces and its contractors and subcontractors claimed for reimbursement or as local match credit shall not exceed rates authorized to be paid rank and file STATE employees under current State Department of Personnel Administration (DPA) rules. If the rates invoiced by ADMINISTERING AGENCY are in excess of DPA rates, ADMINISTERING AGENCY is responsible for the cost difference, and any overpayments inadvertently paid by STATE shall be reimbursed to STATE by ADMINISTERING AGENCY on demand within thirty (30) days of such invoice.
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77 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(044)
G. ADMINISTERING AGENCY agrees to comply with 2 CFR, Part 200, Uniform Administrative Requirements, Cost Principles and Audit Requirement for Federal Awards.
H. ADMINISTERING AGENCY agrees, and will assure that its contractors and subcontractors will be obligated to agree, that Contract Cost Principles and Procedures, 48 CFR, Federal Acquisition Regulations System, Chapter 1, Part 31, et seq., shall be used to determine the allowability of individual PROJECT cost items.
I. Every sub-recipient receiving PROJECT funds under this AGREEMENT shall comply with 2 CFR, Part 200, 23 CFR, 48 CFR Chapter 1, Part 31, Local Assistance Procedures, Public Contract Code (PCC) 10300-10334 (procurement of goods), PCC 10335-10381 (non-A&E services), and other applicable STATE and FEDERAL regulations.
J. Any PROJECT costs for which ADMINISTERING AGENCY has received payment or credit that are determined by subsequent audit to be unallowable under 2 CFR, Part 200, 23 CFR, 48 CFR, Chapter 1, Part 31, and other applicable STATE and FEDERAL regulations, are subject to repayment by ADMINISTERING AGENCY to STATE.
K. STATE reserves the right to conduct technical and financial audits of PROJECT WORK and records and ADMINISTERING AGENCY agrees, and shall require its contractors and subcontractors to agree, to cooperate with STATE by making all appropriate and relevant PROJECT records available for audit and copying as required by the following paragraph:
ADMINISTERING AGENCY, ADMINISTERING AGENCY'S contractors and subcontractors, and STATE shall each maintain and make available for inspection and audit by STATE, the California State Auditor, or any duly authorized representative of STATE or the United States all books, documents, papers, accounting records, and other evidence pertaining to the performance of such contracts, including, but not limited to, the costs of administering those various contracts and ADMINISTERING AGENCY shall furnish copies thereof if requested.
All of the above referenced parties shall make such AGREEMENT, PROGRAM SUPPLEMENT, and contract materials available at their respective offices at all reasonable times during the entire PROJECT period and for three (3) years from the date of submission of the final expenditure report by the STATE to the FHWA.
L. ADMINISTERING AGENCY, its contractors and subcontractors shall establish and maintain a financial management system and records that properly accumulate and segregate reasonable, allowable, and allocable incurred PROJECT costs and matching funds by line item for the PROJECT. The financial management system
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78 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(044)
of ADMINISTERING AGENCY, its contractors and all subcontractors shall conform to Generally Accepted Accounting Principles, enable the determination of incurred costs at interim points of completion, and provide support for reimbursement payment vouchers or invoices set to or paid by STATE.
M. ADMINISTERING AGENCY is required to have an audit in accordance with the Single Audit Act of 2 CFR 200 if it expends $750,000 or more in Federal Funds in a single fiscal year of the Catalogue of Federal Domestic Assistance.
N. ADMINISTERING AGENCY agrees to include all PROGRAM SUPPLEMENTS adopting the terms of this AGREEMENT in the schedule of projects to be examined in ADMINISTERING AGENCY's annual audit and in the schedule of projects to be examined under its single audit prepared in accordance with 2 CFR, Part 200.
O. ADMINISTERING AGENCY shall not award a non-A&E contract over $5,000, construction contracts over $10,000, or other contracts over $25,000 [excluding professional service contracts of the type which are required to be procured in accordance with Government Code sections 4525 (d), (e) and (f)] on the basis of a noncompetitive negotiation for work to be performed under this AGREEMENT without the prior written approval of STATE. Contracts awarded by ADMINISTERING AGENCY, if intended as local match credit, must meet the requirements set forth in this AGREEMENT regarding local match funds.
P. Any subcontract entered into by ADMINISTERING AGENCY as a result of this AGREEMENT shall contain provisions B, C, F, H, I, K, and L under Section 2 of this agreement.
3. In the event that right of way acquisition for or construction of this project of the initial federal authorization for preliminary engineering is not started by the close of the tenth fiscal year following the fiscal year in which the project is authorized, the ADMINISTERING AGENCY shall repay the Federal Highway Administration through Caltrans the sum of Federal funds paid under the terms of this agreement.
4. Appendix E of the Title VI Assurances (US DOT Order 1050.2A) During the performance of this agreement, the ADMINISTERING AGENCY, ADMINISTERING AGENCY'S contractors and subcontractor, (hereinafter referred to as the "contractor") agrees to comply with the following nondiscrimination statutes and authorities; including but not limited to:
Pertinent Nondiscrimination Authorities:
A. Title VI of the Civil Rights Act of 1964 (42 U.S.C. 2000d et seq., 78 stat. 252), (prohibits discrimination on the basis of race, color, national origin); and 49 CFR Part 21.
B. The Uniform Relocation Assistance and Real Property Acquisition Policies Act of Program Supplement 03-5425F15-F021-R1- Page 6 of 7
79 SPECIAL COVENANTS OR REMARKS
03-BUT-0-PRDS
CML-5425(044)
1970, (42 U.S.C. 4601), (prohibits unfair treatment of persons displaced or whose property has been acquired because of Federal or Federal-aid programs and projects); C. Federal-Aid Highway Act of 1973, (23 U.S.C. 324 et seq.), (prohibits discrimination on the basis of sex);
D. Section 504 of the Rehabilitation Act of 1973, (29 U.S.C. 794 et seq.), as amended, (prohibits discrimination on the basis of disability); and 49 CFR Part 27; E. The Age Discrimination Act of 1975, as amended, (42 U.S.C. 6101 et seq.), (prohibits discrimination on the basis of age);
F. Airport and Airway Improvement Act of 1982, (49 U.S.C. 4 71, Section 4 7123), as amended, (prohibits discrimination based on race, creed, color, national origin, or sex); G. The Civil Rights Restoration Act of 1987, (PL 100-209), (Broadened the scope, coverage and applicability of Title VI of the Civil Rights Act of 1964, The Age Discrimination Act of 1975 and Section 504 of the Rehabilitation Act of 1973, by expanding the definition of the terms "programs or
activities" to include all of the programs or activities of the Federal-aid recipients, subrecipients and contractors, whether such programs or activities are Federally funded or not);
H. Titles II and III of the Americans with Disabilities Act, which prohibit discrimination on the basis of disability in the operation of public entities, public and private transportation systems, places of public accommodation, and certain testing entities (42 U.S.C. 12131-12189) as implemented by Department of Transportation regulations at 49 C.F.R. parts 37 and 38; I. The Federal Aviation Administration's Nondiscrimination statute (49 U.S.C. 47123) (prohibits discrimination on the basis of race, color, national origin, and sex); J. Executive Order 12898, Federal Actions to Address Environmental Justice in Minority Populations and Low-Income Populations, which ensures nondiscrimination against minority populations by discouraging programs, policies, and activities with disproportionately high and adverse human health or environmental effects on minority and low-income populations; K. Executive Order 13166, Improving Access to Services for Persons with Limited English Proficiency, and resulting agency guidance, national origin discrimination includes discrimination because of limited English proficiency (LEP). To ensure compliance with Title VI, you must take reasonable steps to ensure that LEP persons have meaningful access to your programs (70 Fed. Reg. at 74087 to 74100);
L. Title IX of the Education Amendments of 1972, as amended, which prohibits you from discriminating because of sex in education programs or activities (20 U.S.C. 1681 et seq).
Program Supplement 03-5425F15-F021-R1- Page 7 of 7
80 Town of Paradise
Council Agenda Summary
Date: August 9, 2022
Agenda Item: 2(g)
ORIGINATED BY: Marc Mattox, Public Works Director
REVIEWED BY: Kevin Phillips, Town Manager
SUBJECT: Stearns Rd Dry Creek Culvert Emergency
LONG TERM
RECOVERY PLAN:
N/A
COUNCIL ACTION REQUESTED:
a) Receive an update for the Stearns Rd Dry Creek Culvert Emergency Background:
During the course of normal work, the Public Works Department discovered a pothole along Stearns Road in the vicinity of the Dry Creek drainage. Upon further inspection, the pothole was in fact a void in the roadway caused by erosion associated with a failed culvert. The culvert in question is approximately 72” in diameter and is of corrugated metal pipe material. The pipe itself has rusted significantly, exposing bare earth along the flowline. This degradation altered the flow of water and began slowly undermining the roadway surface until the void was discovered. As a result of this condition, Public Works immediately put in place a roadway closure to ensure regular or emergency traffic does not drive over the comprised roadway, causing further failure and/or injury.
A location map and photos of the existing conditions are attached to this Agenda Summary.
On June 14, Paradise Town Council declared an emergency to repair or replace culvert and make repairs to the roadway. This declaration was critical to shorten the amount of time whereas an emergency evacuation route is unavailable as the Town enters the 2022 fire season.
Since the declaration, Town staff received multiple quotes for various iterations of a planned scope of work to make repairs. A signed agreement with Visinoni Brothers, Inc. is included in this Agenda Summary. The cost of repairs will be made on a time and materials basis with a not to exceed amount of $192,797.50. With the contract executed, material orders have been placed with anticipated 6-8 week lead times. The contractor is working with suppliers on the status of the emergency to explore expedited delivery options, if available.
Monthly updates at regular Council meetings will be provided until the emergency has been fully mitigated.
Analysis:
Clearing and grubbing activities have been completed at the project area with Visinoni. Staff anticipates crews to begins staging for construction work on August 15 with pipe replacement beginning on August 22. Work should be completed by September 1.
Financial Impact:
The cost of the repairs will not exceed $192,797.50 and will be paid from local drainage funds. 81 Figure 1 - Stearns Road Void Caused by Erosion
Damage
Location
82 1
TOWN OF PARADISE
Council Agenda Summary
August 09, 2022
AGENDA NO. 2(h)
ORIGINATED BY: Eric Reinbold, Chief of Police
REVIEWED BY: Kevin Phillips, Town Manager
SUBJECT: Declaration of Certain Town Equipment from the Police Department to be Surplus and Obsolete.
COUNCIL ACTION REQUESTED:
1.) Declare the attached described equipment consisting of Preliminary Alcohol Screening Devices as surplus property; and
2.) Adopt Resolution No. 2022-__, A Resolution of the Town Council of the Town of Paradise declaring certain Town Equipment in the Police Department to be surplus property and obsolete and authorizing disposal by the Town Manager or his designee.
BACKGROUND:
Over time, equipment, such as firearms, are purchased, used, become obsolete and are replaced. The Preliminary Alcohol Screening (PAS) devices listed below may be declared as unusable or outdated as it is no longer economical or effective to be used for Town purposes. The PAS devices below are not economical to maintain or repair due to discontinued parts. It is recommended these devices be disposed of as surplus property through proper destruction procedures.
FINANCIAL IMPACT:
The disposal of these items will have no negative impact on the General Fund. 83 2
Preliminary Alcohol Screening Devices:
All listed units are handheld NHTSA approved evidential instruments. With more than 200,000 Alco-Sensors in the field today, the Alco-Sensor line of handheld breath testers is the standard by which all other handheld breath alcohol devices are compared.
(13) Alco-Sensor III
o 1096111
o 1032468
o 1055566
o 1079227
o 1055567
o 1032469
o 1014938
o 1092904
o 1055568
o 1071486
o 1092902
o 1096109
o 1215824
(2) Alco-Sensor FST
o 040374
o 040373
84 TOWN OF PARADISE
RESOLUTION NO. 2022-__
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF PARADISE
DECLARING CERTAIN TOWN PROPERTY IN THE POLICE DEPARTMENT TO BE
SURPLUS AND AUTHORIZING DISPOSAL THEREOF
WHEREAS, the Town of Paradise wishes to dispose of certain equipment from the Police Department through public auction, internet sale, salvage or other legal method that is no longer functional or necessary to the Town’s operations.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF PARADISE AS FOLLOWS:
Section 1. The Town hereby declares Police Department property surplus as set forth in Exhibit "A" attached hereto and made a part hereof by reference.
Section 2. Pursuant to Paradise Municipal Code Section 2.45.130, the Town Manager is hereby authorized to dispose of the property set forth in Section 1 through public auction, internet, sale, salvage, donation or other legal method.
PASSED AND ADOPTED by the Town Council of the Town of Paradise on this 9 th day of August, 2022, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
By: ________________________________
Steve Crowder, Mayor
ATTEST:
Dina Volenski, CMC, Town Clerk
APPROVED AS TO FORM:
Scott E. Huber, Town Attorney
85 TOWN OF PARADISE
RESOLUTION NO. 2022-__
EXHIBIT "A"
13 Alco-Sensor III
The Alco-Sensor III is a product of Intoximeters, Inc. These units are handheld NHTSA approved evidential instruments. With more than 200,000 Alco-Sensors in the field today, the Alco-Sensor line of handheld breath testers is the standard by which all other handheld breath alcohol devices are compared.
2 Alco-Sensor FST
The Alco-Sensor FST is a product of Intoximeters, Inc. These units are handheld NHTSA approved evidential instruments. With more than 200,000 Alco-Sensors in the field today, the Alco-Sensor line of handheld breath testers is the standard by which all other handheld breath alcohol devices are compared.
86 1
Town of Paradise
Council Agenda Summary
Date: August 9, 2022
Agenda Item: 5(a)
ORIGINATED BY: Marc Mattox, Public Works Director/Town Engineer REVIEWED BY: Kevin Phillips, Town Manager
SUBJECT: 2022 Transportation Master Plan
LONG TERM
RECOVERY PLAN:
Yes, Tier 1 – Multiple
COUNCIL ACTION REQUESTED:
Upon conclusion of public discussion of the proposed ordinance relating to development of land areas prone to flood hazard, consider adopting either the recommended action or an alternative action:
1. Consider waiving the first reading of the Town of Paradise Ordinance No. __________ and read by title only; and,
2. Introduce Town of Paradise Ordinance No. ____________, “An Ordinance of the Town Council of the Town of Paradise Amending Paradise Municipal Code Chapter 8.55, Relating To The Development Of Land Areas Prone To Flood Hazard;” or,
3. Provide alternative action (ROLL CALL VOTE)
Background:
Funded by a FEMA Hazard Mitigation Grant Program (HMGP) unit grant, the Town of Paradise (Town) developed the 2022 Storm Drain Master Plan (SDMP), and the Town Council approved the plan on June 14, 2022. The SDMP replaced the 1980 Master Storm Drain Study and Facilities Plan (MSDFP), including updated modeling of flood prone areas within the Town.
The Paradise Municipal Code currently references the 1980 Master Storm Drain and Facilities Plan and requires updating to reference the current studies and incorporate the requirements of the Special Permit Zone (flood prone areas), consistent with current Town practices, the SDMP, updated definitions of “structures” as they relate to the Special Permit Zone, and consistent with the intent of the current Municipal Code Chapter 8.55.
Analysis:
The Special Permit Zones limits will be updated on the Town GIC online interactive parcel lookup.
At the time of application for planning, building, or engineering permits, the applicant will be notified of the applicability of the Special Permit Zone and corresponding requirements, based on the scope of proposed improvements.
When the Special Permit Zone is applicable, the Engineering department will either 1) Provide Special Permit Zone “Clearance” at a staff level, 2) Provide requirements for permit documents submittal (such as site plan/grading plan, elevations of finished floors, or FEMA floodproofing certificate), or a “Special Permit Zone letter” to identify compliance with FEMA floodproofing 87 2
requirements, as applicable, 3) Engineering SPZ clearance will be required prior to issuance of building or grading permits within the Special Permit Zone.
The flood modelling prepared in the 2022 Storm Drain Master Plan both removed and added parcels in the Special Permit Zone. However, the updated modeling also identified more specific limits of flooding, which along with the updated Ordinance, will facilitate more streamlined staff level Special Permit Zone clearance for homes located outside of, or above, the Special Permit Zones.
In the 1980 MSDFP, entire parcels were encumbered by the Special Permit Zone, requiring a “SPZ letter” (prepared by a licensed engineer, surveyor, or architect) for almost every permit application or parcel within the SPZ. However, with the new SPZ delineation, only applications proposing work within the Special Permit Zone footprint (not the entire parcel), or with specific site flooding considerations, will require additional review or documentation from the applicant’s licensed professional. In addition, it is expected that due to the detail provided in the SDMP model, engineering staff can provide comments or requirements for grading considerations, relieving the “SPZ letter” requirement in most cases.
In summary, based on the current practice, all sites within the Special Permit Zone require a letter, and the revised Ordinance and review practice will clear most sites at the staff level, or provide requirements for site design measures that will provide SPZ clearance. As a result, we expect 1 out of 4 sites to require additional “SPZ letters,” or additional certifications (FEMA Elevation certificates, etc.) from the applicant’s designers to obtain SPZ clearance. Staff will create a Special Permit Zone application form for use with development or building permit applications. This updated process will both expedite review times, and “ensure that new developments or projects considers and accounts for special flood hazards when building adjacent to, or within the Special Permit Zone,” with the purpose of mitigating the effects of flooding on proposed developments or structures traditionally observed in rain events within the Town of Paradise.
Environmental Analysis:
The Town of Paradise Storm Drain Master Plan is considered exempt from CEQA pursuant to Public Resources Code 21080(b)(3) Projects undertaken, carried out, or approved by a public agency to maintain, repair, restore, demolish, or replace property or facilities damaged or destroyed as a result of a disaster in a disaster-stricken area in which a state of emergency has been proclaimed by the Governor pursuant to Chapter 7 (commencing with Section 8550) of Division 1 of Title 2 of the Government Code. The updated Storm Drain Master Plan and corresponding ordinances is required to properly account for the increased runoffs associated with the 2018 Camp Fire.
Financial Impact:
There is no immediate financial impact by passing this Ordinance. Existing Town Staff will implement the Ordinance, and existing development fees are paid to supplement the review time. However, when the Master Fee Schedule is updated, Staff will implement a permit fee for work within the Special Permit Zone to account for staff time incurred in implementation of this review process.
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Town of Paradise
Council Agenda Summary
Date: August 9, 2022
Agenda Item: 6(a)
ORIGINATED BY: Ross Gilb, Administrative Services Director / Town Treasurer
REVIEWED BY: Kevin Phillips, Town Manager
SUBJECT: Fiscal Year 2020/21 Financial Statement Audit
COUNCIL ACTION REQUESTED:
Following the Town Council’s review of the Fiscal Year 2020/21 financial statement audit report, staff recommends that the Council receive and file the Report, as submitted. (ROLL CALL VOTE) Background:
Mann, Urrutia, Nelson CPAs & Associates, LLP (MUN CPAs) have completed the annual audit for Fiscal Year 2020/21. MUN CPAs indicated that the financial statements present fairly, in all material respects, the respective financial position of the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of the Town of Paradise as of June 30, 2021.
This was the eighth independent audit conducted by MUN CPAs for the Town of Paradise. The team of auditors that Town staff worked with this year were professional and thorough in their review of transactions and presentation of financial statements. Their few recommendations were thoughtful and will ultimately be helpful to the understanding of the Town’s financial position.
Town Management did a thorough analysis of the financial statements and that analysis is included in the financial statements as “Management’s Discussion and Analysis” on pages 3 through 8.
Council is encouraged to read the financial statements in their entirety, but staff has highlighted some key results and elements of the financial statements below.
Analysis:
Net Position
In the current year, Town’s net position increased to $230 million as compared to the prior year at $225.5 million. The Town’s unrestricted and restricted cash and investments increased substantially to $231.6 million, primarily as a result of the Town receiving settlement proceeds from Pacific Gas & Electric Company relating to the 2018 Camp Fire, which were recorded as a receivable in the prior fiscal year. Prior to extraordinary items, accounts and interest receivables, prepaid items, and the advance to the Successor Agency increased to $10.0 million from $4.1 million in the prior year, which resulted primarily from increased grant activity outstanding during the current fiscal year. The Town's rebuilding efforts and capital projects resulted in increased total capital assets to $29.7 million compared to $22.9 million in the prior year. 96 The Town reports $21.7 million of pension liability and pension related net deferred use of resources to its activities as compared to $20.7 million the prior year. The Town contracts with CalPERS for Pension benefits for its employees. The Town is making the required contributions toward the long-term pension obligation just described. This obligation is being amortized over approximately a 25-year period.
Accounts payable increased to $3.8 million from $1.9 million in the prior fiscal year as a greater volume of payments were issued towards the end of the current fiscal year. Unearned revenues decreased to $5.6 million from $10.5 million in the prior fiscal year. Unearned revenue sources include insurance claim advances, advance on grant funds awarded, and housing program insurance funds held for 2018 Camp Fire survivors. The Town's long-term liabilities due in more than one year increased to $43.7 million from $42.4 million in the prior year due primarily to an increase in net pension obligation.
General Fund Highlights
The Camp Fire had immediate and long-lasting impacts to the finances of the general fund. As the effects were unprecedented, the Town Council approved budget revisions for material changes as they were identified. A midyear budget review was completed which reflected revised revenues, personnel costs and other operating expenditures when needed.
Exclusive of the extraordinary items, the Town's general fund revenues remained relatively consistent with the prior fiscal year, with a total 6.0% increase of $0.8 million compared to the prior year. Taxes and assessments provide most of the general fund's revenues. Lost property taxes and motor vehicle in lieu were back filled by the State of California, but other taxes and revenues sources were not. The Town also received lost tax revenues through insurance revenue interruption claims. The Town recognized $1.5 million of the insurance proceeds during the current fiscal year and still maintains $1.1 million for future years. 97 Expenses increased approximately 6.1% compared to the prior year. The primary categories of increase in expenses were related to general government, community development, public safety and public works as the Town continues to support significant rebuilding and infrastructure projects throughout Town and increase operational support to meet the needs of the community following the 2018 Camp Fire.
The ending general fund balance for June 30, 2021 is $223.7 million. Most importantly unassigned reserves are $221.7 million. The unassigned reserves reduce the amount of cash needed to be borrowed annually to fund operations. This is a significant improvement compared to five years ago when there were no unassigned reserves available.
Capital Assets
This year's major capital asset additions included approximately $200,000 in land purchased, additions of $6.8 million to construction in process, approximately $92,000 of additions in buildings and improvements, as well as other machinery, equipment, and vehicles additions of approximately $232,000.
Debt Outstanding
Bonds payable and capital leases continued to be reduced compared to the prior year as payments were made according to the applicable amortization schedules. One additional capital lease was entered into during Fiscal Year 2020/21. The Town’s OPEB obligation remained relatively consistent to the prior year. By capping benefits for all employee groups and by starting an irrevocable trust to begin funding the future obligation, the Town is containing its OPEB obligation, and it remains at $10 million. The Town contributed towards the net pension liability as dictated by CalPERS, and the net pension liability increased 7.9%. The Town has taken measures to mitigate the benefits in the future and the obligation is being amortized over a period of about 25 years.
98 Conclusion
The Camp Fire of November 8, 2018 was the most destructive wildfire in California State history.
Rebuilding of the 10,000 structures destroyed has begun, but it will take over a decade before the Town of Paradise is restored. A community visioning process was completed with a consensus that a more resilient fire-resistant town be rebuilt. With the help of Federal, State, and local partners, the Town has started long term recovery planning and projects.
The Town has reached a settlement with Pacific Gas and Electric Company (PG&E), relating to the 2018 Camp Fire for the sum of $270 million. After attorney and other fees were processed, the Town received $219 million. The Town continues towards establishment of a formal process for planning the use of the funds. The majority is expected to be utilized to maintain appropriate service levels until the Town's tax base is restored. Funds may also be used to leverage grant monies for recovery projects to support the rebuild of the Town.
The Town is planning to restore the facilities and equipment lost or damaged during the fire through a combination of insurance claims, FEMA assistance, and outside funding sources. The Town has received $9.5 million from insurance claims resulting from infrastructure losses and the loss of income. FEMA and California Governor's Office of Emergency Services will assist the Town with infrastructure restoration through public assistance and hazard mitigation grants. The Town has received $8.4 million of public assistance grant funds, which includes an advance towards future recovery expenses of $5 million.
Financial Impact:
The action to receive and file the Fiscal Year 2020/21 financial statement audit report does not result in a cost to the Town of Paradise. Recommendations contained in the management letter have no costs associated with implementation. The recommendations are procedural in nature and do not carry an implementation cost.
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Town of Paradise
Council Agenda Summary
Date: Aug 9, 2022
Agenda Item: 6(b)
ORIGINATED BY: Tony Lindsey, Community Development Director – Building & Code Enforcement
REVIEWED BY: Kevin Phillips, Town Manager
Scott Huber, Town Attorney
SUBJECT: Consider Introducing an Ordinance Amending Section
8.04.010 of the Paradise Municipal Code Relating to
Declaration of what constitutes an unlawful public
nuisance.
LONG TERM
RECOVERY PLAN:
No
COUNCIL ACTION REQUESTED:
Upon conclusion of the public discussion regarding Paradise Municipal Code 8.04.010 relating to the Declaration of what constitutes an unlawful public nuisance;
1. Consider waiving the first reading of Town Ordinance No. ______and read by title only; and,
2. Introduce Town Ordinance No. _____. "An Ordinance of the Town Council of the Town of Paradise Amending Paradise Municipal Code 8.04.010 Relating to Declaration of what constitutes an unlawful public nuisance."; (ROLL CALL VOTE) or,
3. Adopt an alternative directive to Town staff.
Background:
Attached with this council agenda summary for your consideration and recommended adoption for introduction purposes is a copy of an ordinance document recently prepared by town staff and reviewed by the Town Manager and Town Attorney. The recommended text amendments to the ordinance are shown in "shaded" (additions) and strikeout (deletions) font.
During June 14, 2022, Council meeting, Council gave direction to staff to bring back an ordinance amendment that provides additional tools staff may implement to increase enforcement of fire, life, and safety of the community. However, there must be a balance between abating a nuisance and becoming a public nuisance or a hazard because a simple spark can cause a significant wildfire. Any activity or operation the Fire Chief, Fire Marshal, or their designee determines to be a fire hazard will be declared a public nuisance by amending Paradise Municipal Code (PMC) Section 8.04.010 relating to the Declaration of what constitutes an unlawful public nuisance. A. Fire Hazard.
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Analysis:
The attached ordinance proposes to amend Section 8.04.010 subsection A of the PMC relating to the Declaration of what constitutes an unlawful public nuisance to enhance the health and safety of the Town's "Post Camp Fire" community.
The ordinance would amend section 8.04.010 subsection A. as follows:
8.04.010 - Declaration of what constitutes an unlawful public nuisance.
Each of the following conditions or acts is declared by the town council to be an unlawful public nuisance: and the violation of which shall be an infraction:
A. Fire hazards: Dry or dead shrub, dead tree, combustible refuse, and waste, or any material growing on a street, sidewalk, or upon private property within the Town, which by reason of its size, manner of growth and location is determined by the town fire chief, or fire marshal to constitute a fire hazard to a building, improvement, crop or other property, or when dry, will in reasonable probability constitute a fire hazard; A. Fire hazards: A fire hazard shall be determined by the Town Fire Chief, Fire Marshal, or their designated representative(s). "Fire hazard" means any condition, arrangement, or act that will increase, or may cause an increase of, the hazard or menace of fire to a greater degree than customarily recognized as standard by persons in the public service of preventing, suppressing, or extinguishing a fire. Fire hazard includes but is not limited to:
1. The accumulation of dry or dead shrubs, trees, other vegetation, combustible waste, refuse, or material determined to add to the potential severity of a fire or violates defensible space standards.
2. During any time of the year, no person shall use or operate any welding equipment, cutting torches, tar pots, grinding devices, or other tools or equipment that may produce a spark, fire, or flame that could result in a wildfire without doing the following:
a. First, clearing away all flammable material, including snags, from the area around such operation for a distance of 30 feet or other approved method to reduce fire spread into the wildlands. If a 30-foot clearing cannot be achieved, the fire code official may authorize an alternate method before work starts.
b. Maintain one serviceable round point shovel with an overall length of not less than forty-six (46) inches and a minimum of one backpack pump water-type fire extinguisher fully equipped or equivalent water source ready for use in the immediate area during the operation. c. Stop work when winds are 8 MPH or greater during periods when relative humidity is less than 25%, or a red flag condition has been declared. d. Keep a cell phone nearby and call 911 immediately in case of fire. 255
3. During a red flag warning, electric or gas-powered metal-bladed landscaping and gardening equipment shall not be operated.
4. Any act, activity, process, operation, or omission which increases or may increase the threat of fire or endangers public safety.
5. Any condition which may hinder, delay, or obstruct the prevention or suppression of a fire.
6. In addition to all other remedies outlined in this code or otherwise provided by law, the following shall be available to the Town and may be enforced against the contractor or other person performing work in violation of this chapter as well as the owner of the real property where the violation occurred:
a. California Code, Public Resources Code - PRC § 4435
b. California Code, Health and Safety Code - HSC § 13007 c. California Code, Penal Code – PEN § 451, § 452 ARSON d. Actual Cost of Fire Department Response – Negligent/Reckless Caused Fire Lastly, the Town Planning Director has determined that this proposed ordinance is a class of projects that have been determined not to have a significant effect on the environment.
Therefore, the proposed ordinance action is exempt from the California Environmental Quality Act (CEQA) requirements, according to CEQA Guidelines section 15308 (Actions by Regulatory Agencies for Protection of the Environment). NOTE: This subject CEQA determination finding is embodied within the attached proposed ordinance document.
Financial Impact:
There is no financial impact associated with the first reading and introduction of the ordinance.
LIST OF ATTACHMENTS
1. Ordinance No. _____" An Ordinance Amending Paradise Municipal Code Section
8.04.010 - Declaration of what constitutes an unlawful public nuisance. Subsection A." 256
257
TOWN OF PARADISE
ORDINANCE NO. ___
AN ORDINANCE AMENDING PARADISE MUNICIPAL CODE SECTION 8.04.010 RELATING TO THE DECLARATION OF WHAT CONSTITUTES AN UNLAWFUL PUBLIC NUISANCE.
SECTION 1. Section 8.04.010. of the Paradise Municipal Code is amended to read as follows:
8.04.010 - Declaration of what constitutes an unlawful public nuisance.
Each of the following conditions or acts is declared by the town council to be an unlawful public nuisance; and the violation of which shall be an infraction:
A. Fire hazards: Dry or dead shrub, dead tree, combustible refuse, waste, or any material growing on a street, sidewalk, or activity upon private property within the Town, which by reason of its size, manner of growth, operation and location is determined by the town fire chief, fire marshal or designee to constitute a fire hazard to a building, improvement, crop or other property, or when dry, will in reasonable probability constitute a fire hazard;
A. Fire hazards: A fire hazard shall be determined by the Town Fire Chief, Fire Marshal, or their designated representative(s). "Fire hazard" means any condition, arrangement, or act that will increase, or may cause an increase of, the hazard or menace of fire to a greater degree than customarily recognized as standard by persons in the public service of preventing, suppressing, or extinguishing a fire. Fire hazard includes but is not limited to:
1. The accumulation of dry or dead shrubs, trees, other vegetation, combustible waste, refuse, or material determined to add to the potential severity of a fire or violates defensible space standards.
2. During any time of the year, no person shall use or operate any welding equipment, cutting torches, tar pots, grinding devices, or other tools or equipment that may produce a spark, fire, or flame that could result in a wildfire without doing the following:
a. First, clearing away all flammable material, including snags, from the area around such operation for a distance of 30 feet or other approved method to reduce fire spread into the wildlands. If a 30-foot clearing cannot be achieved, the fire code official may authorize an alternate method before work starts. b. Maintain one serviceable round point shovel with an overall length of not less than forty-six (46) inches and a minimum of one backpack pump water-type fire extinguisher fully equipped or equivalent water source ready for use in the immediate area during the operation.
c. Stop work when winds are 8 MPH or greater during periods when relative humidity is less than 25%, or a red flag condition has been declared. 258
d. Keep a cell phone nearby and call 911 immediately in case of fire.
3. During a red flag warning, electric or gas-powered metal-bladed landscaping and gardening equipment shall not be operated.
4. Any act, activity, process, operation, or omission which increases or may increase the threat of fire or endangers public safety.
5. Any condition which may hinder, delay, or obstruct the prevention or suppression of a fire.
6. In addition to all other remedies outlined in this code or otherwise provided by law, the following shall be available to the Town and may be enforced against the contractor or other person performing work in violation of this chapter as well as the owner of the real property where the violation occurred:
a. California Code, Public Resources Code - PRC § 4435
b. California Code, Health and Safety Code - HSC § 13007 c. California Code, Penal Code – PEN § 451, § 452 ARSON d. Actual Cost of Fire Department Response – Negligent/Reckless Caused Fire B. Hazardous obstructions: An obstacle, landscaping or thing installed, or maintained on private property near a roadway intersection or driveway and roadway intersection which by reason of its size, location, and height is determined by the town manager or designee to constitute a hazard obstructing the line of vision to the travelling public.
Hazardous obstructions do not mean existing or future permanent buildings, otherwise constructed or maintained in accordance with applicable zoning and building regulations, public utility poles, or trees trimmed at the trunk at least eight (8) feet above the level of the ground surface, provided trees are spaced so that trunks do not obstruct the vision of motorists;
C. Polluted water: A swimming pool, pond or other body of water large enough in size to constitute a hazard to human health and safety, and which is abandoned, unattended, unfiltered, or not otherwise maintained, resulting in the water becoming polluted. "Polluted water" means water contained as a body of water, which includes, but is not limited to, bacterial growth, including algae, remains of insects, remains of deceased animals, rubbish, refuse, debris, papers, and any other foreign matter or material which because of its nature or location constitutes an unhealthy or unsafe condition; D. Refuse and waste: Refuse and waste matter, which by reason of its outdoor location and substantive character is unsightly and interferes with the reasonable enjoyment of property by neighbors, detrimentally affects property values in the surrounding neighborhood or community or which would materially hamper or interfere with the prevention or suppression of fire or the obstruction of other public safety or emergency services upon real properties in the Town. "Refuse and waste" means unused or discarded matter and material which consists of rubbish, refuse, debris and matter of any kind, including, but not limited to, rubble, asphalt, concrete, plaster, tile, rocks, bricks, building materials, crates, cartons, mattresses, containers, boxes, 259
machinery or parts thereof, scrap metal and other pieces of metal, ferrous or nonferrous, furniture, inoperative vehicles and parts, cans, bottles and barrels; E. Zoning ordinance: The violation of a provision of the land use regulations of the Town as set forth in Title 17 of this code;
F. Septic systems: The violation of a provision of the septic system regulations of the Town as set forth in Chapter 13.04 of this code or the provisions of the on-site manual; G. Maintenance of commercial property: Any person owning, leasing, occupying or having charge or possession of any commercial property and maintaining such property in a manner such that any of the following conditions, but not limited thereto, are visible from public or other private property and exist thereon:
1. Buildings that are abandoned, boarded up, partially destroyed, substantially deteriorated or left unreasonably in a state of partial construction without an active building permit.
2. Exterior wall and/or roof coverings that have become substantially deteriorated and do not provide adequate weather protection, unpainted, unmaintained and otherwise unprotected buildings, causing deterioration in the form of dry rot, warping, buckling, twisting, bowing and insect infestations of various kinds.
3. Buildings with broken or missing windows or doors, or buildings that are unsecured in such a manner that allows unauthorized entry.
4. Building exteriors, walls, fences, signs, retaining walls or other structures on the property which are broken, deteriorated or substantially defaced.
5. Graffiti that is not removed within five (5) calendar days after Town's code enforcement officer has given property owner written notice to remove it. Graffiti shall include the writing, defacing, marring, marking, inscribing, scratching, painting, or affixing of markings on buildings or structures, including, but not limited to, walls, fences, signs, retaining walls, driveways, walkways, sidewalks, curbs, traffic control devices, signs and utility boxes.
6. Abandoned and inoperative vehicles not in compliance with the provisions of Chapter 10.16.
7. Outdoor attractive nuisances including, but not limited to junk, wrecked and/or dismantled vehicles, vehicles precariously raised off the ground on a jack, jack stand, or similar device, or on wood, rocks, or blocks; open containers of oil, gasoline, other petroleum products, antifreeze, or other hazardous or flammable chemicals; power machinery; broken or discarded furniture, household appliances and equipment including refrigerators, freezers, washers and dryers; and hazardous pools, ponds, or excavations.
8. Maintenance of premises in such a condition as to be detrimental to the public health, safety or general welfare, including large and precarious diseased, uprooted, dead or dying trees; open containers of oil, gasoline, other petroleum products, antifreeze, or other hazardous or flammable chemicals; or in such a manner as to constitute a public nuisance as defined by California Civil Code Section 3480.9.Overgrown, diseased or dead accumulations of weeds or vegetation;
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H. Maintenance of residential property: Any person owning, leasing, occupying or having charge or possession of any residential property and maintaining such property in a manner such that any of the following conditions, but not limited thereto, are visible form public or other private property and exist thereon:
1. Buildings that are abandoned, boarded up, partially destroyed, substantially deteriorated or left unreasonably in a state of partial construction without an active building permit.
2. Buildings with broken or missing windows or doors that are unsecured in such a manner that allows unauthorized entry.
3. Graffiti that is not removed within five (5) calendar days after Town's code enforcement officer has given property owner written notice to remove it. Graffiti shall include the writing, defacing, marring, marking, inscribing, scratching, painting, or affixing of markings on buildings or structures, including, but not limited to, walls, fences, signs retaining walls, driveways, walkways, sidewalks, curbs, traffic control devices, signs and utility boxes.
4. Abandoned and inoperative vehicles not in compliance with the provisions of Chapter 10.16.
5. Outdoor attractive nuisances, including but not limited to junk, wrecked and/or dismantled vehicles, vehicles precariously raised off the ground on a jack, jack stand, or similar device, or on wood, rocks, or blocks; open containers of oil, gasoline, other petroleum products, antifreeze, or other hazardous or flammable chemicals; power machinery; broken or discarded furniture, household appliances and equipment including refrigerators, freezers, washers and dryers; and hazardous pools, ponds, or excavations.
6. Maintenance of premises in such a condition as to be detrimental to the public health, safety or general welfare, including large and precarious diseased, uprooted, dead or dying trees; open containers of oil, gasoline, other petroleum products, antifreeze, or other hazardous or flammable chemicals; or in such a manner as to constitute a public nuisance as defined by California Civil Code Section 3480;
I. Building and construction: violation of the building permit or construction requirements of Title 15 of this code.
SECTION 2. Pursuant to California Environmental Quality Act (CEQA) Guidelines section 15308 this ordinance is exempt from CEQA in that it is a Class 8 categorical exemption for actions taken by a regulatory agency to establish procedures for the protection of the environment.
SECTION 3. This ordinance shall take effect thirty (30) days after the date of its passage. Before the expiration of fifteen (15) days after its passage, this ordinance or a summary thereof shall be published in a newspaper of general circulation published and circulated within the Town of Paradise along with the names of the members of the Town Council of Paradise voting for and against same.
261
PASSED AND ADOPTED BY THE Town Council of the Town of Paradise, County of Butte, State of California, on this ___ day of ______ 2022, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
_______________________________
Steve Crowder, Mayor
ATTEST:
__________________________________
DINA VOLENSKI, CMC, Town Clerk
APPROVED AS TO FORM:
___________________________________
Scott E. Huber, Town Attorney
262
Town of Paradise
Council Agenda Summary
Date: August 9, 2022
Agenda Item 6(c)
ORIGINATED BY: Colette Curtis, Recovery and Economic Development Director REVIEWED BY: Kevin Phillips, Town Manager
SUBJECT: Emergency Operations Plan Update
LONG TERM
RECOVERY PLAN:
Yes
COUNCIL ACTION REQUESTED:
1. Consider accepting the Update to the Town of Paradise Emergency Operations Plan as prepared by Constant Associates: or
2. Give alternate direction to staff.
Background:
In an effort to ensure the Town of Paradise is prepared for future emergencies, Town Council directed staff to contract with Constant Associates to update the Town’s Emergency Operations Plan (EOP) in 2021. The Town’s previous Emergency Operation Plan was last updated in November 2011. Butte County also underwent an update to their EOP in late 2021, which includes information from each incorporated jurisdiction with their plan, making this an ideal time to update the Town’s EOP as well.
Analysis:
Constant Associates worked closely with Town Council, Town staff, and community stakeholders to update the EOP to be an easy-to-use document. This plan update is strengthened, not only by the lessons learned in the 2018 Camp Fire, but also the experience of the 2017 Spillway Incident, COVID 19 response, and other disasters with smaller scope. The Constant Associates team brought their expertise in planning for disasters the Town has not experienced, further strengthening this updated Plan.
Highlights of Update:
Updated Organizational Chart, including updates for different phases of a disaster, policy group, and succession planning.
Updated Town Capabilities.
Lessons Learned from Camp Fire and COVID 19 Response. Updated functional annexes.
Financial Impact:
The Town of Paradise contracted with Constant Associates for $49,880 to update the EOP, which is paid out of the Recovery and Economic Development Department Budget. 263
Recovery
264
LETTER OF
PROMULGATION
Insert Date
To: Officials and Employees of the Town of Paradise
The preservation of life and property is an inherent responsibility of all levels of government. As disasters occur in devastating form at any time, the Town of Paradise must provide safeguards, which will save lives and minimize property damage through planning, preparedness measures, and training. Sound emergency plans carried out by knowledgeable and well-trained personnel can and will minimize losses.
The Town of Paradise Emergency Operations Plan (EOP) establishes an Emergency Management Organization and assigns functions and tasks consistent with California’s Standardized Emergency Management Systems (SEMS) and the National Incident Management System (NIMS). Both systems provide for the integration and coordination of efforts within The Town. These systems were adopted by both the state and federal government following disasters where lack of coordination resulted in greater losses than necessary. It is valuable to the Town of Paradise that our plan works in conjunction with SEMS and NIMS.
The Town’s plan was developed for use by Town of Paradise employees with emergency service responsibility. Input was sought from agencies inside and outside of The Town that have a coordination role in providing emergency services. These include the Butte County Office of Emergency Management and the California Emergency Management Agency (CalEMA). Our plan provides direction on emergency response from onset, through an extended response, and into the recovery process.
Once adopted, this plan is an extension of the California Emergency Plan. It will be reviewed and tested regularly and revised as necessary to meet changing conditions.
The Paradise Town Council gives its full support to this Emergency Operations Plan and urges all employees to read the plan, understand it, know your role, and be prepared to provide extraordinary support to the citizens of The Town when needed.
_________________________________
Steve Crowder, Mayor
Town of Paradise
_________________________________
Date
265
Approval and Implementation
The Town of Paradise Emergency Operations Plan (EOP) addresses the Town’s planned response to extraordinary emergency situations associated with natural and human caused hazards, technological incidents, and national security emergencies in or affecting the Town of Paradise. This plan does not apply to normal day-to-day emergencies, or the established departmental procedures used to cope with such emergencies. Rather, this plan focuses on operational concepts and would be implemented relative to large-scale disasters which can pose major threats to life, property, and the environment requiring unusual emergency responses.
Upon concurrence of the Town Council, the plan will be officially adopted and promulgated. The approval date will be included on the title page. The plan will be distributed to those Town departments, supporting allied agencies, and community organizations having assigned primary functions or responsibilities within the EOP.
Record of Concurrence
The following list of signatures documents each Town Councilmember’s concurrence and receipt of the 2022 Town of Paradise Emergency Operations Plan. As needed, revisions will be submitted to the Paradise Town Manager’s Office.
Councilmember
DATE
Councilmember
DATE
Councilmember
DATE
Town Manager
DATE
Town Clerk
DATE
Fire Department
DATE
Police Department
DATE
266
Plan Modification
Upon the delegation of authority from the Town Manager, specific modifications can be made to this plan by the Assistant Town Manager without the signature of the Town Council. This 2022 Emergency Operations Basic Plan and its Functional Annexes supersedes all previous versions of the Town of Paradise EOP.
Record of Changes
Table1 Record of Changes
Revision # Entered By Date
1. A complete update was conducted by Constant Associates with input and approval by the Town Planning Team. June 2022
2. 3.
4. 5.
6. 7.
8. 9.
10. 11.
12. 13.
14. 15.
16. 17.
18. 19.
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Table of Contents
Approval and Implementation........................................................................................................................3 Record of Concurrence........................................................................................................................................... 3 Plan Modification ................................................................................................................................................... 4 Table of Contents...........................................................................................................................................5 Introduction ..................................................................................................................................................9 Purpose................................................................................................................................................................... 9 Scope ...................................................................................................................................................................... 9 Assumptions......................................................................................................................................................... 10 Situation Overview............................................................................................................................................... 11 Hazard Analysis Summary .................................................................................................................................... 14 Vulnerabilities Summary ...................................................................................................................................... 15 Capability Assessment.......................................................................................................................................... 16 Section I: Concept of Operations ..................................................................................................................21
1.1 Emergency Management System................................................................................................................... 21 Section II: Response .....................................................................................................................................25
2.1 Emergency Notifications and Warnings......................................................................................................... 25
2.2 Emergency Proclamations and Authorities.................................................................................................... 26
2.3 Activation and Notification ............................................................................................................................ 28
2.4 Action Planning............................................................................................................................................... 32
2.5 Response Operations ..................................................................................................................................... 35
2.6 Emergency Public Information....................................................................................................................... 45
2.7 Information Collection and Documentation .................................................................................................. 47
2.8 Continuity of Operations (COOP) and Continuity of Government (COG)...................................................... 49 Section III: Recovery.....................................................................................................................................53
3.1 After Action Reporting ................................................................................................................................... 53
3.2 Administration and Finance ........................................................................................................................... 54
3.3 Damage Assessment ...................................................................................................................................... 55
3.4 Documenting and Reporting Damage Assessments...................................................................................... 56 Section IV: Mitigation...................................................................................................................................58
4.1 Mitigation Overview....................................................................................................................................... 58 Section V: Preparedness...............................................................................................................................61
5.1 Preparedness Planning................................................................................................................................... 61 268
5.2 Readiness Training and Plan Exercises........................................................................................................... 63 Section VI: Plan Development and Maintenance...........................................................................................65
6.1 Plan Development and Maintenance Responsibility ..................................................................................... 65
6.2 Review and Updating ..................................................................................................................................... 65
6.3 Record of Distribution .................................................................................................................................... 65 Appendices..................................................................................................................................................66 Appendices..................................................................................................................................................67 Supplemental Documents.................................................................................................................................... 67 Functional Annexes.............................................................................................................................................. 67 Hazard Specific Appendices ................................................................................................................................. 67 269
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Introduction
Purpose
The Town of Paradise maintains the critical mission of protecting the lives of its staff, residents, and visitors as well as protecting Town property and residences. To accomplish this mission, the Town undertook a coordinated planning effort with key stakeholders to develop the Town of Paradise Emergency Operation Plan (EOP), hazard specific appendices, and functional annexes to facilitate the preservation of life and property during an emergency incident. This EOP provides the basis for a coordinated response before, during, and after an emergency incident affecting the Town.
This plan provides an all-hazards approach to emergency preparedness and response, incorporating a Whole Community lens that is inclusive and unique to the Town’s size, population, and relationships with neighboring jurisdictions and/or agencies.
There are four elements that include general and specific information related to Town emergency management operations:
• The EOP provides the basic framework for incident management and response functions as the “basic plan.”
• Hazard specific appendices outline the risks and response coordination needed for individual hazards that threaten the Town.
• Functional annexes contain processes and procedures including role-specific checklists. • Supporting documents include templates and legal documentation that support the processes in the basic plan.
The basic plan is the principal guide for the Town’s response to, and management of real or potential emergencies and disasters occurring within its designated geographic boundaries. Specifically, this plan is intended to:
• Facilitate multi-jurisdictional and interagency coordination, particularly between local government, private sector, operational area (geographic county boundary), state response levels, and appropriate federal agencies, in emergency operations. • Serve as a Town plan, a reference document and when possible, it may be used for preemergency planning in addition to emergency operations. • To be utilized in coordination with applicable local, state, and federal contingency plans. • Identify the components of an Emergency Management Organization (EMO), and establish associated protocols required to effectively respond to, manage, and recover from major emergencies and disasters.
• Establish the operational concepts and procedures associated with field response to emergencies, and Emergency Operations Center (EOC) activities. • Establish the organizational framework for implementation of the California SEMS, and the NIMS, within the Town.
Scope
The basic plan sets expectations of Town staff, residents, and visitors during an emergency event. It includes the definitions of roles and responsibilities, identification of direction and control systems, internal and external communications processes. It also outlines training frequency and types to practice defined roles and responsibilities before, during, and after an incident. 272
This plan applies to any extraordinary emergency situations associated with any hazard, natural or human caused which may affect the Town that generates situations requiring planned, coordinated responses by multiple agencies or jurisdictions. It is the Town’s intent to fulfill the policies described herein, within the capabilities and resources available at the time of an emergency or disaster event.
The basic plan is a framework for emergency operations for the Town. It incorporates best practices from the Federal Emergency Management Agency (FEMA) Comprehensive Preparedness Guide (CPG) 101 and the State of California Emergency Plan. It is designed to be read, understood, and exercised prior to an emergency. It establishes the framework for the Town’s response to follow SEMS and NIMS and serves as an important part of a larger framework that supports emergency management within the state involving all stakeholders in the emergency management community. The Town together with Butte County, the State of California Emergency Management Agency (CalEMA), and the federal government will promote effective planning and coordination prior to an emergency, thereby ensuring a more effective response and recovery.
The provisions, policies, and procedures of this plan are applicable to all agencies and individuals, public and private, having responsibilities for emergency preparedness, response, recovery, and/or mitigation in the Town. The other governmental agencies within the Town maintain their own emergency operations plans and those plans are consistent with the policies and procedures established by this plan.
The basic plan is intended to facilitate multi-agency and multi-jurisdictional coordination, particularly between the Town and its jurisdictions, including special districts, utilities, major businesses, the American Red Cross, community groups, state agencies, and the federal government. Emergency operations in The Town will be coordinated through the structure of the Emergency Operations Center.
This plan will be used in coordination with the State Emergency Plan and the National Response Framework.
Each element of the emergency management organization is responsible for assuring the preparation and maintenance of appropriate response plans and current standard operating procedures (SOPs), resource lists, and checklists that detail how assigned responsibilities will be performed to support implementation of this plan and to ensure successful response during a major disaster.
Elements to be addressed in SOPs are:
• Arrangements for the provision of direction and control within the department/agency. • Specific authorities that may be assumed by a designated successor during emergencies. • Circumstances under which successor emergency authorities would become effective, and when they would be terminated.
• Current internal personnel notification/recall rosters and procedures to implement them, including a 24-hour communication system with the capability to notify and call-out personnel designated by the agency for emergency response.
• Designation of a representative to report to the EOC during an emergency to advise decision makers and coordinate the agency's response effort with other responding entities. • Reporting of appropriate information (casualties, damage observations, evacuation status, shelter status, chemical exposure, etc.) to the EOC during an emergency. • Support of cleanup and recovery operations during disasters. • Training of assigned response staff to perform emergency functions.
Assumptions
Certain assumptions were used during the development of this plan. These assumptions translate into basic principles associated with conducting emergency management operations in preparation for, 273
response to and recovery from major emergencies. “Assumptions” provide context, requirements, and situational realities that must be addressed in plan development and emergency operations. • Emergencies or disasters may occur at any time of day in populated as well as remote areas of the Town.
• Major emergencies and disasters will require a multi-agency, multi-jurisdictional response.
For this reason, it is essential that the SEMS is followed, and, in many cases, a Unified Command be implemented immediately by responding agencies, and expanded as the situation dictates.
• The Town is primarily responsible for emergency actions within the Town boundaries and will commit all available resources to save lives, minimize injury to persons, and minimize property damage.
• Due to the nature of emergency response, the outcome is not easy to predict. Therefore, it should be recognized that this plan is meant to serve as a guideline and the outcome of the response may be limited by the scope, magnitude, and duration of the event. • Large-scale emergencies and disasters may overburden local resources and necessitate mutual aid from neighboring jurisdictions.
• Large-scale emergencies and disasters and the complex organizational structure required to respond to them pose significant challenges in terms of warning and notification, logistics, and agency coordination.
• Major emergencies and disasters may generate widespread media and public interest. The Town must be prepared to partner with media in large-scale emergencies and disasters. This relationship can provide considerable assistance in emergency public information and warning.
• Large-scale emergencies and disasters may pose serious long-term threats to public health, property, the environment, and the local economy. While responding to significant disasters and emergencies, all strategic decisions must consider each of these consequences. • Disasters and emergencies may require an extended commitment of personnel and other resources from involved agencies and jurisdictions.
• This plan was written for the whole community, including persons with disabilities and individuals with access and functional needs, those with a native language other than English, vulnerable populations, and others with diverse ethnic and social needs. • All local activities will be carried out in accordance with federal nondiscrimination laws. It is the Town’s policy that no service will be denied on the basis of race, religion, national origin, age, sex, marital status, veteran status, sexual orientation or the presence of any sensory, mental or physical disability.
Situation Overview
Incorporated in 1979, the Town is nestled in the foothills of Northern California’s Sierra Nevada Mountains and sits astride a ridge top with elevations ranging from 1,200 to 2,400 feet above sea level. The Town is located at the juncture of the western slopes of the Cascade and Sierra Nevada systems in north central Butte County. It occupies an area identified as the Lower Ridge, which ranges in elevation from 2,200 feet in the north to 1,500 feet at the Town’s southern boundary (see Figure 1). For a detailed description of the Town, refer to the Butte County Local Hazard Mitigation Plan (LHMP) Annex E Town of Paradise.
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Town History and Characteristics
Originally settled during the Gold Rush era, the Town and surrounding area grew very slowly during the first half of this century. As of 2019, it encompasses 18.3 square miles and contains a population of 4,764 residents with approximately 2,493 housing units in the Town’s jurisdiction. Due to the Camp Fire in 2018, the Town’s population was significantly reduced (from 26,218 in 2010 to 4,590 in 2019). There is an expectation that the population will significantly grow to approximately 27,192 around 2021 although this has yet to be confirmed by the census at the time of this writing. 1 More detailed characteristics including
industry and income can be found in the Butte County LHMP Annex E Town of Paradise.
Impact of Recent Emergency Incidents
Over the past few decades, the Town has been threatened or directly impacted by several wildfire events, which changed the landscape. Most notably, the 2018 Camp Fire destroyed an estimated 95% of buildings and properties within the Town, including fields, homes, businesses, and neighborhoods, making it the United States’ deadliest and most destructive wildfire in a century.2In 2021, the Town was again threatened by the Dixie Fire, which impacted over 900,000 acres of land in Butte and neighboring counties. The Town continues to engage in significant recovery efforts including rebuilding of homes, buildings, and investment in new or updated infrastructure.
Located on the next page is a base map of the Town, Figure 1 Base Map of The Town. 1 United States Census Bureau, ACS 2019 5-Year Survey, https://data.census.gov/cedsci/profile?g=1600000US0655520 2 Town of Paradise, Camp Fire After Action Report
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Figure 1 Base Map of The Town
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Hazard Analysis Summary
In 2019, Butte County’s Office of Emergency Management worked with five incorporated communities and ten special districts to update its multi-jurisdictional LHMP. The Town was an integral part of this update and provided representation on the Butte County Hazard Mitigation Planning Committee as well as formed an internal planning team to support the planning process requirements.
This update included a hazard identification assessment which analyzed hazards for the Town geographic extent, likelihood of future occurrences, magnitude or severity of each hazard, its significance, and the influence of climate change on the hazard. As the Town is vulnerable to a wide range of threats, an all-hazards planning approach is vital to ensure the protection of life and property.
This assessment table is included on the following page. For detailed descriptions of each hazard identified in the summary, refer to Butte County LHMP Annex E Town of Paradise.
Table 2 Town of Paradise Hazard Identification Assessment, Butte County LHMP Annex E Hazard Geographic
Extent
Future
Occurrences Magnitude/Severity Significance Change Influence Climate Change Extensive Likely Limited Low -
Dam Failure Limited Unlikely Limited Low Medium
Drought & Water
Shortage Extensive Likely Limited High High
Earthquake and
Liquefaction Extensive Occasional/Unlikely Critical High Low Floods: 100/200/500
Year Limited Occasional Negligible Low Medium
Floods: Localized
Stormwater Extensive Likely Limited Medium Medium
Hazardous Materials
Transportation Limited Unlikely Negligible Low Low
Invasive Species:
Aquatic Limited Unlikely Limited Low Medium
Invasive Species:
Pests/Plants Limited Unlikely Negligible High Low
Landslide, Mudslide,
and Debris Flow Significant Likely Critical Medium Low
Levee Failure Limited Likely Limited Low Medium
Severe Weather:
Extreme Heat Significant Likely Critical Medium Medium
Severe Weather: Freeze
and Winter Storm Significant Likely Critical Medium Medium Severe Weather: Heavy
Rain and Storms (Hail,
Lightning, Wind)
Significant Likely Critical Medium Medium
Severe Weather: Wind
and Tornado Extensive Likely Critical High Low
Stream Bank Erosion Limited Occasional Negligible Low Low Volcano Limited Unlikely Critical Low Low
Wildfire Extensive Likely Critical High High
Geographic Extent:
Limited: less than 10% of planning area
Significant: 10-50& of planning area
Extensive 50-100% of planning area
Likelihood of Future Occurrences:
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Highly Likely: Near 100% chance of occurrence in next year, or happens every year Likely: Between 10 and 100% chance of occurrence in the next year, or has a reoccurrence interval of 10 years of less
Occasional: Between 1 and 10% chance of occurrence in the next year, or has a recurrence interval of 11 to 100 years
Unlikely: Less than 1% chance of occurrence in next 100 years, or has a recurrence interval of greater than every 100 years
Magnitude/Severity:
Catastrophic: More than 50 percent of property severely damaged; shutdown of facilities for more than 30 days; and/or multiple deaths
Critical: 25-50 percent of property severely damaged; shutdown of facilities for more than a week; and/or injuries and/or illnesses result in permanent disability Limited: 10-25 percent of property severely damaged; shutdown of facilities for more than a week; and/or injuries/illnesses treatable do not result in permanent disability Negligible: less than 10 percent of property severely damaged, shutdown of facilities and services for less than 24 hours; and/or injuries/illnesses treatable with first aid Significance:
Low: Minimum potential impact
Medium: Moderate potential impact
High: Widespread potential impact
Climate Change Influence:
Low: Minimal potential impact
Medium: Moderate potential impact
High: Widespread potential impact
Vulnerabilities Summary
In the same 2019 Butte County LHMP update, the Town conducted an in-depth analysis of its vulnerabilities associated with the identified hazard profiles. This vulnerability assessment accounted for the recent damages to life and property resulting from the 2018 Camp Fire. Detailed tables identifying values at risk by property type (agricultural, commercial, industrial, residential) can be found in Butte County 2019 LHMP Annex E.
As previously stated, the Town has a population of 4,764 residents and all are vulnerable to an emergency incident based on geographical location. Due to the rebuilding and recovery efforts underway in the Town after the 2018 Camp Fire, residents may be even more vulnerable to an incident that impacts critical facilities and infrastructure as they continue to be rebuilt and strengthened.
The Town has a significant population aged 65 years and over, approximately 26% of the Town’s residents, with a median age of approximately 49 years. This is noticeably higher than the median age in California of 37 years. People who are aged 65 years and over may require additional assistance with evacuation, access to supportive services, and emergency notifications.3 Additionally, 33 critical facilities are within the Town limits including those housing essential services (i.e., fire, healthcare, law enforcement, public assembly point/evacuation center) and at-risk populations (i.e., schools).
Located on the next page is a map of the critical facilities within the Town, Figure 2 Critical Facilities in the Town of Paradise.
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Figure 2 Critical Facilities in Town of Paradise
Capability Assessment
A capability assessment provides part of the foundation for determining the type of emergency management, preparedness and mitigation strategy. The assessment process also identifies gaps or weaknesses that may need to be addressed through preparedness planning goals and actions deemed practical considering the jurisdiction’s capabilities to implement them. Finally, the capability assessment 279
highlights the positive measures that are in place or underway for continued support and enhancement of the jurisdiction’s preparedness and response efforts.
As an established organization, the Town Manager’s Office has the ability to perform the necessary emergency response duties outlined in this EOP. The Town has an established emergency management organization, alert and warning system, and communication channels. As outlined in the Town of Paradise Municipal Code: Chapter 2.40 Emergency Organization, the Town has identified the response capabilities and resources (equipment, personnel, etc.) to provide a response to an emergency.
Table 3 Capability Assessment for Town of Paradise
Planning and Regulatory
PLANS Yes/No
Year
Does the plan address hazards?
Does the plan ID projects to include in the mitigation
strategy?
Can the plan be used to implement mitigation actions?
Comprehensive/Master Plan Yes, 2014
Adopted 1994 the Housing Element was updated 2014 and the Safety Element in 2019. While the General Plan does address some hazards, this is an identified project in the Town’s Recovery Plan to update the General Plan, which will assist the Town in long term implementation of mitigation actions.
Local Emergency Operations
Plan Yes, 2022
The Emergency Operations Plan does address all hazards and can be used in strategic alignment and implementation of mitigation actions.
Continuity of Operations Plan
(COOP) No Emergency Operations Plan Annex includes some COOP components Evacuation Traffic Control
Plan Yes, 2015 In the process of being updated
Stormwater Management
Plan/Program
Yes, 1979
Yes, the plan does address the hazard, however the plan is outdated. Yes, one of the projects identified is updating the Storm Drain Master Plan. Yes, the updated plan will assist the Town in implementing mitigation actions.
Engineering Studies for
Streams No
While the Town does not have engineering studies for streams, the Storm Drain Master Plan would provide adequate data in management of storm water.
Other special plans (e.g.,
brownfields
redevelopment, disaster
recovery, coastal zone
management, climate change
adaptation)
Yes, 2021
The Long-Term Community Recovery Plan was developed in
June 2019, following the devastating impacts of the Camp Fire.
The Snow and Ice Control Plan was updated in 2021.
BUILDING CODES,
PERMITTING,
INSPECTIONS
Yes/No What type of codes?
Are codes adequately enforced?
Building Code Yes
Version/Year: State of California 2016 Building Code. The Town is the process adapting the 2019 Building Codes. Yes, the Town has an inspection and enforcement component of the Planning Department for Town wide oversight of building codes.
Building Code Effectiveness
Grading
Schedule (BCEGS) Score
Yes Score: 3
Fires Department Insurance
Services Office (ISO) Rating Yes Rating: 2-2x
Site plan review requirements Yes
Site plans are review through the permitting process through the Planning Department, which ensures enforcement of the zoning requirements.
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LAND USE PLANNING &
ORDINANCES
Is the ordinance effective for reducing hazard impacts? Is the ordinance adequately administered and enforced?
Zoning ordinance Yes
These ordinances are enforced through permitting and code enforcement by the Planning Department, which ensures
adequate administration of Town requirements.
Subdivision ordinance Yes These ordinances are enforced through permitting and code inspection and enforcement by the Planning Department.
Floodplain ordinance Yes
The Town has an ordinance that address development of land areas prone to flood hazards. It is the purpose of the ordinance to promote the public health, safety and general welfare, and to minimize public and private losses due to flood conditions. The Engineering Division administers and enforces the Town’s ordinance.
Stormwater, steep slope,
wildfire Yes
The Town has policies that address storm water and wildfire.
These are effective in reducing impacts from natural disasters, administered, and enforced.
Flood insurance rate maps Yes
The Town participates in the NFIP even though the entire Town of Paradise is located outside both the 1% and 0.2% annual chance flood zone as defined by FEMA.
Elevation Certificates Yes
Required for building permits within identified special permit zones in the Town. Enforcement is adequately administered through the planning.
ADMINISTRATIVE and TECHNICAL
ADMINISTRATION Yes/No Describe capability.
Is coordination effective?
Mutual aid agreements Yes With Butte County, help when needed Planning Commission Yes Long term planning and recovery efforts are regularly updated and evaluated
TECHNICAL STAFF Yes/No
FT/PT
Is staff trained on hazards and mitigation?
Is coordination between agencies and staff effective?
Have skills/expertise been used to assess/mitigate risk in the past?
Town Manager Yes/ FT Trained, has skills
Emergency Operations
Coordinator Yes/PT Trained, has skills
Engineer Yes Town Engineer, coordination is effective, has training, has skills
FINANCIAL
FINANCIAL Yes/No
Has the funding resource been used in past and for what type of activities?
Could the resource be used to fund future mitigation
actions?
Long Term Recovery project
funding Yes Funding sources used for infrastructure and for mitigation and preparedness efforts.
Community Development
Block Grant Yes
Impact fees for new
development Yes Fees for re-establishing utilities (e.g., water) 281
Incur debt through special tax
bond No
Incur debt through general
obligation bonds Yes Not in use currently
EDUCATION and OUTREACH
PROGRAM /
ORGANIZATION
Access /
Eligibility
(Yes/No)
Describe program/organization and how it relates to disaster resilience and mitigation.
Could the program/organization help implement future
mitigation activities?
Ridge Emergency Planning
Committee Yes Local group of cooperators focused on emergency preparedness, planning, coordination, etc.
Public education/information
programs (fire safety,
household preparedness,
responsible water use, etc.)
Yes Town provides outreach on emergency notifications, evacuation, and long-term recovery efforts
Public-private partnership
initiatives addressing
disaster-related issues
No None currently
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Section I: Concept of Operations
1.1 Emergency Management System
The Town conforms to the requirements of State Emergency Management System (SEMS) and the National Incident Management System (NIMS) and uses the concepts of incident command, common terminology, span of control, and resource management common to both systems. In managing minor incidents, the Town applies standard operating processes and procedures, and may not activate the EOC.
Under SEMS, response activities are managed at the lowest possible organizational level. SEMS consists of five (5) levels as illustrated below in Figure 3. The Town utilizes SEMS during incidents that require a multi-agency response or when the incident involves multiple jurisdictions.
Figure 3 The Five Levels of SEMS
I. Field Response: Emergency response personnel and resources, under the command and control of responsible officials, carry out tactical decisions and activities in direct response to an incident or threat in the field (e.g., evacuations, fire suppression, damage assessments or temporary construction).
a. All departments and agencies will use the ICS to standardize the emergency response and report emergency-related information to the emergency management organization in the Town’s EOC. The EOC and any department operations centers such as Police or Public Works are Local Government. The Police Department and Cal Fire are the Town organizations that provide primary emergency service, first responders.
b. Fire services are to Cal Fire’s Butte Unit Northern Division. The Police Department headquarters, operations center, and Town dispatch are located at 5595 Black Olive Dr.
Paradise, CA 95969.
c. Additional groups that assist the police and fire in emergencies may include the Town Public Works Department, utility companies, special districts, non-governmental organizations (NGO).
d. SEMS regulations require the use of ICS at the field level of a multi-agency or multijurisdictional incident. Requests for any resources or support that cannot be filled at the Field level will be requested through the Town EOC.
Field Local
Government
Operational
Area Region State
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II. Local: Town Government manages and coordinates the overall emergency response and recovery activities within its jurisdiction.
a. Implementation of SEMS by the Town is a cooperative effort of all departments with an emergency response role. The Town Manager leads the Town to comply with SEMS requirements in coordination with the Town Attorney and Human Resources Department. Cal Fire staff at Station NR.8 provide subject matter expertise. They conduct the following activities:
Communicates information within the Town on SEMS requirements and guidelines Coordinates SEMS development among departments and agencies Identifies departments and agencies involved in Field Response Identifies departments and agencies with DOCs
Coordinates with other local governments, the Operational Area (OA), and volunteer and private agencies on the application of SEMS principles
Ensures SEMS is incorporated into the Town’s Emergency Operations Plan and procedures Ensures SEMS is incorporated into the Town’s emergency ordinances, agreements, memoranda of understanding, etc.
Identifies local volunteer and private agencies that have an emergency response role (contacts should be made to develop arrangements for coordination in emergencies) b. The Town EOC may also host Multi/Inter-Agency Coordination (MAC) by facilitating agencies and disciplines involved at any level of the SEMS organization to work together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents. c. The Town Police Department and/or Fire Department will implement or represent Town field operations in a Unified Command when the situation requires a Unified Command.
III. Operational Area: The Town’s EOC reports to the Butte County OA EOC, managed by the County Office of Emergency Management. If needed resources exceed the capabilities of the Town, the EOC requests will be sent to the OA EOC.
a. In Butte County, the Emergency Services Manager has responsibility for coordinating emergency operations following whole or partial activation of the County OA. The Manager is supported by the County Office of Emergency Management and has overall responsibility for the following:
Developing response and recovery plans for the OA and the unincorporated areas of the county Organizing, staffing, and operating as the County EOC Director Operating communications and warning systems
Providing information and guidance to the public and elected officials Maintaining information on the status of resources, services, and operations Directing overall operations
Obtaining support for the Butte County OA and providing support to other jurisdictions as needed Identifying and analyzing potential hazards and recommending appropriate countermeasures Collecting, evaluating, and disseminating damage assessment and other essential information b. Activation of the OA during a State of Emergency or a Local Emergency is required by SEMS regulations under the following conditions:
A local government within the OA has activated its EOC and requested activation of the OA EOC to support their emergency operations
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Two (2) or more towns/cities within the OA have proclaimed a local emergency and have requested that the County EOC be activated to support the Town
The county and one or more cities have proclaimed a local emergency A Town, city, city and county, or county has requested a Governor's proclamation of a State of Emergency, as defined in the Government Code Section 8558(b) A State of Emergency is proclaimed by the Governor for the county or two or more cities within the OA The OA is requesting resources from outside its boundaries, and this does not include resources used in normal day-to-day operations that are obtained through existing mutual aid agreements The OA has received resource requests from outside its boundaries. This does not include resources used in normal day-to-day operations, which are obtained through existing mutual aid agreements IV. Regional: California is divided into three (3) Cal OES administrative regions, six (6) fire and rescue mutual aid regions, and seven (7) law enforcement mutual aid regions. Regional level operates the Regional Emergency Operations Center (REOC) and serves as the coordination and communication link between the OA and the State level. The Town falls within the Cal OES Inland Region OA and Region III of both the CA Fire and Rescue as well as the Law Enforcement Mutual Aid regions. a. There are 31 counties within three Mutual Aid Regions within the Inland Administration Region.
Within the Inland Region there are 123 incorporated cities ranging in population from approximately 200 to 500,000. The total population of all cities and counties in the Inland region is 7,181,010. The Central Region is located at: 630 Sequoia Pacific Blvd., MS 31 Sacramento, CA 95811. Contact points are listed on the Region’s website.
V. State: The State level of SEMS prioritizes tasks and coordinates State resources in response to the requests from the regional level, and coordinates mutual aid among the Regions. The State level also serves as the coordination and communication link between the State and the Federal emergency response system. The Cal OES State Operations Center (SOC) is located at 3650 Schriever Avenue, Mather, California.
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Section II: Response
2.1 Emergency Notifications and Warnings
In coordination with established public safety warning protocols, the activated EOC will manage the dissemination of timely and adequate warnings to threatened populations in the most effective manner possible. Warning information will be issued as quickly as a threat is detected, using the most direct and effective means possible
2.1.1 Warning Responsibility
When the EOC is not activated, the Town Public Safety Departments will coordinate the dissemination of official alerts and warnings to the general public and allied agencies using available methods. Multiple methods will be employed to ensure the whole community, including people with disabilities and people with access and functional needs receive appropriate notification and communication. This alert and warning activity will be coordinated through the Town Public Information Officer (PIO), the dispatch center and other available alert and warning mechanisms available to the town.
2.1.2 Warning and Alert Mechanisms
Depending upon the threat and time availability, the EOC will initiate alerts and warnings utilizing any of the following methods:
• Activation of the Emergency Alert System (EAS)
• Activation of the Emergency Digital Information System (EDIS) • Activation of the California Law Enforcement Mutual Aid Radio System (CLEMARS) • Activation of the Telephonic Alert and Warning System • Activation of the Siren Alert System (Town of Paradise) • CodeRED Community Notification System (Butte County)
• Alert FM
• Media broadcast alerts (Local Radio AM 1500 and Television) • Social Media
• Twitter, Facebook, Instagram, YouTube
As in any emergency, the effectiveness of any warning will be dependent upon many factors including:
• Time availability
• Initial notice of threat
• Time of day
• Language barriers
• Receiving challenges for the hearing and sight impaired The EAS should be reviewed with broadcasters prior to an emergency to ensure accessibility for the access and functional needs community. This can include but is not limited to scrolling text and crawl messages, providing interpreters during press conferences and television broadcasts, and voiced reports.
The Town received funding to
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For additional information regarding the Town’s Communications and Warning procedures, refer to Annex C - Communications and Warning.
2.1.3 Warning Conditions
Typically, warnings will be issued during periods of flash flooding, major hazardous materials incidents, public health emergencies, cyber threats to communication systems, fast moving fires, severe weather conditions, and potential acts of violence. However, warnings may be issued wherever a threat is perceived and the potential for safeguarding public safety is possible through rapid alerting.
For each of the following threats, online tools are provided to sign up for alerts and monitor potential threats.
Table 4 Threat-Specific Alert Systems
Threat Alerts & Tools
Cyber Threat & Potential Acts of
Violence
Cybersecurity & Infrastructure Security Agency (CISA) provides alerts to cyber threats that may occur.
https://www.cisa.gov/uscert/ncas/alerts
https://www.cisa.gov/tools-and-resources
https://www.cisa.gov/all-stakeholders
Fires Potential fires can be monitored via the following websites:
https://www.weather.gov/fire/
https://www.alertwildfire.org/
https://fire.airnow.gov/
https://fsapps.nwcg.gov/
https://www.nifc.gov/
Hazardous Material Incident When a release or spill of oil or a regulated hazardous material exceeds the reportable quantity, the organization responsible for the release or spill is required by law to notify the National Response Center at 1-800- 424-8802.
https://www.fema.gov/emergency-managers/practitioners/hazardousresponse-capabilities Public Health Emergency On the state level, California Health Alert Network (CAHAN) distributes health alerts that may impact public health, prevention guidelines, coordination of disease investigation efforts, and preparedness planning.
CDC’s Health Alert Network (HAN) disseminates vital health alerts on the federal, state, and local levels.
https://dhs.saccounty.gov/PUB/Pages/California-Health-Alert-NetworkCAHAN.aspx https://www.cdc.gov/publichealthgateway/healthalerts/index.html Severe Weather (i.e. flash flooding,
winter storm, etc.)
The National Weather Service website provides forecast maps for different types of severe weather.
https://www.weather.gov/
2.2 Emergency Proclamations and Authorities
Upon determining that conditions which constitute a local emergency exist, the Town Manager/Mayor or, if the Town Manager/Mayor is unavailable or unable to act, the Town Manager/Mayor pro tempore will proclaim the existence of a local emergency or proclaim said emergency himself/herself if neither the Town Manager/Mayor nor pro tempore is available or able to act.
The Town Manager/Mayor requests the Governor to proclaim a state of emergency when, in the opinion of the Town Manager/Mayor, the resources of the area or region are inadequate to cope with the emergency.
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Table 5 Types of Emergency Proclamations
Emergency Proclamations Authority Legislation Title
Local Proclamation: Duly proclaimed existence of
conditions of disaster or extreme peril to the safety of persons and property within the territorial limits of the Town of Paradise, 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, 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.
Town
Town
Manager
Mayor
Mayor pro
tempore
Town of Paradise Municipal Code:
Chapter 8 Disasters and
Emergencies
County Proclamation: The County, Board of
Supervisors, County Administrative Officer, Sheriff,
Emergency Services Manager, or Public Health Officer
have the authority to proclaim a state of emergency. The Town must send its local proclamations to the State OES through their county OA coordinator. However, it is not necessary for the Town to proclaim an emergency if the
County proclaims an emergency for the entire geographic county area or for a specific area that includes the
impacted city or cities.
County
Butte County Ordinance Chapter 8-
Emergency Services of the Butte
County Municipal Code
Butte County Resolution adopting
the California Master Mutual Aid
Agreement
Butte County Resolution relating to
Emergency Operations within Butte
County
Butte County Resolution adopting
the Emergency Operations Plan
2022
State of Emergency: 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, drought, epidemic, fire, flood, plant or animal infestation or disease, riot, storm, sudden and severe energy shortage. A State of Emergency may
also be proclaimed upon 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, by reason of their magnitude, 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 and require 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.
State
California Emergency Services Act
(CA government Code Section
8550 et. seq.)
California Code of Regulations Title
19, (Standardized Emergency
Management System and California
Disaster Assistance Act)
California State Assembly Bill No.
477, (Emergency Preparedness:
Vulnerable Populations)
California Disaster and Civil
Defense Master Mutual Aid
Agreement
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Emergency Proclamations Authority Legislation Title
State of War Emergency: The condition which exists
immediately, with or without a proclamation thereof by the Governor, whenever this state or nation is attacked by an enemy of the United States, or upon receipt by the state of a warning from the federal government indicating that
such an enemy attack is probable or imminent.
National Emergency: Under a National Emergency, the
Town EOC could be activated and all elements of local
government organized to respond to the indicated threat.
A National Emergency may occur due to a real or
potential act of terrorism or other catastrophic event that affects the country, including the Town of Paradise and surrounding jurisdictions.
Federal
Robert T. Stafford Disaster Relief
and Emergency Assistance Act of
1988, 42 U.S.C. 5121, et seq., as
amended
Homeland Security Presidential
Directive 5, Management of
Domestic Incidents, February 28,
2003
Homeland Security Presidential
Directive 8, National Preparedness,
December 17, 2003
The Code of Federal Regulations,
Title 44, Chapter 1, Federal
Emergency Management Agency,
October 1, 2007
For additional information regarding the Town of Paradise Direction and Control and EOC Functions, refer to the Functional Annex A - EOC Operations.
2.3 Activation and Notification
2.3.1 EOP/EOC Activation
The Town EOP/EOC may be activated by the Town Manager when an event is deemed to be an imminent threat or an emergency to the community. If the Town Manager is unavailable, the lines of succession and ability to activate the Town EOP/EOC are as follows:
Ability to Activate EOP/EOC
The EOP/EOC may be activated following an emergency proclamation (Table 4 Types of Emergency Proclamations). It may also be automatically activated during a declared State of War Emergency (per California Emergency Services Act Chapter 7, Division 1, Title 2), on receipt of an attack warning or actual attack on the United States, or upon occurrence of a catastrophic disaster that requires immediate government response.
The Town EOC is organized to manage, coordinate, and support emergencies using SEMS. ICS, which is incorporated into SEMS, provides for management of emergencies in the field based on a commandand-control approach. The Town uses ICS for EOC operations based on a management approach.
Town Manager
Public Works
Director/Town
Engineer
Recovery and
Economic
Director
Emergency
Operations
Coordinator
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Priorities for EOC activities are:
• Save Lives – The preservation of life is the top priority and takes precedence over all other considerations.
• Protect Health and Safety – Measures should be taken to mitigate the emergency’s impact on public health and safety.
• Protect Property – All feasible efforts must be made to protect public and private property and resources, including critical infrastructure, from damage during and after an emergency. • Preserve the Environment – All possible efforts must be made to preserve California’s environment and protect it from damage during an emergency.
The purpose of the Town EOC is to provide a facility from which the organization’s response to an emergency can be effectively coordinated. During an emergency, the EOC will provide a single focal point for centralized activities, to include:
• Decision-making at the operation level
• Management of information by developing, maintaining, displaying, and disseminating Situational Awareness of the incident
• Resource support to identify, obtain, and manage Town and other resources for emergency operations
• Providing logistics support when multiple incident commands require coordination • Performing accounting and recordkeeping to track disaster costs • Providing liaisons to other organizations
The EOC performs these tasks by communicating across departments, agencies, and jurisdictions to relieve on-scene command of the burden of external coordination, resource allocation, and information collection, verification, and dissemination. The EOC also provides support to the Incident Commander (IC) as she/he needs. The decisions made through the EOC are designed to be broad in scope and offer guidance on overall priorities.
The EOC is operated by the Town staff and others that are specially trained to perform their ICS position roles in emergency management. They provide support to ICs and DOCs, conduct public notification and warning, provide incident emergency and public communications, and manage resource coordination.
The EOC facility has the specialized equipment, information systems, and various tools that support conducting Town-wide emergency response operations.
The EOC does not directly manage or command incidents. Field level emergency responders, such as the Fire Service, Police, and Public Works Departments are managed by on-scene ICs. The role of the EOC is to collect, validate and organize incident information and to provide for the overall coordination of resources required during response and recovery operations.
Tasks performed by the EOC and processes to complete them are more fully described in Annex A, EOC Operations and Detailed Position Checklists.
The scope of an emergency, rather than the type, will largely determine whether the EOP and EOC will be activated, and to what level. The EOC may be activated either partially or fully. Under a partial activation, the EOC Director will determine which EOC positions are required (a list of EOC staff positions is provided in Annex A). In a full activation, all EOC positions identified in Annex A will be staffed. 292
The Town has identified employees to fill essential emergency management positions in the EOC. The current EOC Staffing Matrix is available on the EOC SharePoint site. See Annex A for specifics on EOC rosters, contact information, and notification.
The Town utilizes the services of CodeRED for emergency notifications to staff and cooperators. Within a database managed by Town personnel managers, lists of employees by department as well as EOC positions to which they are assigned are available so that notifications can be sent to employees.
Notifications will be sent to these employees through CodeRED via text, email, and reverse dialing. Each recipient can reply with a yes-or-no answer that indicates whether s/he is available for recall. This streamlines the notification and recall process by identifying which EOC staff members are reachable and available to report to the EOC.
The EOC Director and activation authority will determine the extent to which the EOC needs to be activated. When activated, the physical location of the EOC include:
Table 6 EOC Facilities
EOC Facility Address
Primary EOC facility Town Hall - 5555 Skyway, Town of Paradise Alternate EOC Facility
Chico Fire Department - Training Center
1466 Humboldt Road, Chico, CA, 95928
The following summarizes the definitions of the three (3) activation levels which follow the Cal OES levels of response to emergencies.
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Figure 4 EOC Activation Levels
Virtual EOC Activation: A virtual EOC may be established at any of the three (3) activation levels. This will occur when there is no suitable facility to host the EOC or when staff are not able to access the EOC facility due to the nature of the incident. A hybrid physical/virtual EOC may be activated when conditions Highest
Activation
•Highest level of EOC
activation
•Full staffing of the EOC
•Reserved for major and/or
catastrophic emergencies
•Example emergencies
•Major natural hazard
•Operational Area or other
warning center messaging
Town residents are in
danger
•NWS warning of server
weather
•Disruption of critical
infrastructure
•Active shooter/mass
casualty event
•Civil unrest
•Credible terrorist threat
•County Department of
Public Healthw warning of
a harmful disease
outbreak
Mid-Level
Activation
•A significant and credible
emergency event is
underway
•Partial staffing of the EOC
is required but full activation
is not needed
•Example emergencies:
•Loss of life to a Town
employee or injury to 5 or
more Town staff in a single
incident
•Loss of critical
infrastructure
•Damage of more than
$100,000 at a Town owed
facility
•Potential terrorist threat to
the Town
•County Department of
Public Health warning of a
pending harmful disease
outbreak
Lowest
Activation
•Lowest level of EOC
activation
•Limited staffing of the EOC
is required
•There is a potential or
actual threat, but the risk is
minimal
•Example emergencies:
•Minor fire within Town
limits where resources are
sufficient
•Severe weather warranting
monitoring
•Incident where Town
facilities shelter-in-place as
a precaution
•County Department of
Public Health warning of a
harmful disease outbreak
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prevent some staff from accessing or working in the EOC facility. Processes for virtual EOC activation are listed below:
Use the Town’s Microsoft Teams and SharePoint platform to provide video conference and virtual coordination capabilities.
The EOC information directory is located on the Town’s SharePoint site.
Watch and Wait Activation: In some instances, especially for long running disaster responses (e.g., pandemics, complex emergencies), activation may shift from a Level Three to a “Watch and Wait” level.
This includes ongoing monitoring of the situation by the Operations Section Chief, Police, and Public Works Manager. These representatives may coordinate virtually through text message, phone, or in person. If the emergency escalates to a point that requires response activities by the Town, a meeting will be convened with section chiefs to determine if activation is required.
The Town EOC will be activated and staffed accordingly by Town personnel and representatives from allied agencies, jurisdictions, and organizations as appropriate. See Section 3: Recovery below.
2.4 Action Planning
EOC Action Plans provide designated personnel with knowledge of the incident objectives and the steps required for achievement. EOC Action Plans provide direction and provide a basis for measuring the accomplishment of the 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 and objectives, as well as the tasks and personnel assignments associated with meeting them
The Action Planning process should involve the EOC Director and Section Chiefs (one from each Section), along with other EOC staff, as needed, such as agency representatives.
Annex A provides detailed information on and direction for developing Action Plans.
2.4.1 Planning Requirements
The initial EOC Action Plan may be a verbal plan that is developed during the first hour or two following EOC activation. A verbal plan may also be utilized for incidents involving a limited scope, short duration (less than 12 hours) and a limited number of response personnel. An EOC Action Plan shall be developed whenever the EOC is activated, either partially or fully. The general guideline for use of a written versus a verbal action plan is when:
• Two or more jurisdictions are involved;
• The incident continues into another planning or operational period; • A number of organizational elements have been activated; and • It is required by agency policy.
The EOC Action Plan addresses a specific operational period which may vary in length from a few hours to days depending on the circumstances. The plan should be regularly reviewed and evaluated throughout the operational period and revised or updated as warranted.
2.4.2 Plan Elements
The elements to be included in the EOC Action Plan are:
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• Operational period covered by the plan.
• Identify parts of EOC organization that have been activated on an organization chart. • Assignment of primary and support personnel and material resources to specific tasks and locations.
• Describe any logistical or technical support to be provided and by whom. • State the objectives (attainable, measurable and flexible) to be accomplished. • Establish the current priorities to meet the objectives. • Describe the strategy to be utilized to achieve the objectives.
In addition to the required elements listed above, the Action Plan may also include:
• Specific departmental mission assignments.
• Policy and/or cost constraints.
• Any inter-agency considerations.
2.4.3 Planning Responsibilities
Primary responsibility for developing the EOC Action Plan rests with the Planning Section. However, development of the plan requires the active participation of the EOC Management and General Staff.
The Operations Section, in particular, must work closely with the Planning Section during Action Plan development. When indicated, the Planning Section Chief will request specific technical experts to provide input to the plan. The EOC Director is responsible for approving the plan.
For those incidents requiring close coordination with external agencies, (e.g., CalEMA, state first response agencies, and special districts, etc.), their input should also be included in the Action Planning process.
For additional information regarding the Town Action Planning, refer to Annex A – EOC Operations.
2.4.4 EOC Reporting
Incident situation status, operational objectives, resource tracking, and other information will be shared within the EOC by using display boards and various charts mounted on the facility's walls. Large-scale, pre-printed ICS forms are ideal for this purpose. Additionally, the EOC Director will assign the Planning Section to update an Incident Briefing (ICS 201) on a continual basis to provide routine briefings to EOC staff for collective situational awareness. The ICS 201 should be shared with Field Incident Command Posts and the OA. The ICS 201 will contain at a minimum:
• Operational period duration
• Operational objectives and their status
• Current location and status of resources
• Requests for resources from other agencies
• Key leadership status information
• Relevant maps
• Essential information to support the public
The Situation Unit must ensure that all displays are frequently and accurately updated to ensure information conflicts do not arise.
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2.4.4.1 Information Collection, Analysis, and Dissemination The EOC will use the Information Collection Plan in Annex A to develop and maintain situational awareness and track situation status to manage information effectively. The Situation Status Report will provide Town staff and other EOCs with current information regarding the operability of Town facilities and ongoing response and recovery operations.
2.4.4.2 Situational Awareness
Situational awareness refers to identifying, processing, and comprehending the critical elements of information about what is happening as a result of an incident or with respect to a specifically assigned mission. More simply, situational awareness means knowing what is going on around you. Situational awareness is critical for the effectiveness of decision-making in both field operations and the EOC and is essential for ensuring the safety of responders and the public.
During an emergency, the EOC Director will convene briefings regularly. At that time, the EOC staff will attend and provide verbal and/or written summaries of existing problems, actions taken, priorities, timetables, and potential for new issues for incorporation into the Action Plan. The situational awareness approach will take the form of consolidating situation reports, obtaining supplemental information, and preparing maps and status boards.
In April 2016 Cal OES and CAL FIRE deployed the Situation Awareness and Collaboration Tool (SCOUT). SCOUT provides the California first responder community and supporting agencies a webbased tactical and operational response platform to assist in communication, coordination, and collaboration within incident management for all hazards, whether natural or human-made.
Authorized users can view, search and add relevant tactical incident information for a variety of incident types, including but not limited to wildland fires, floods, search & rescue missions, special events, earthquakes, and homeland security incidents. SCOUT also integrates incident information with other relevant geographical information, such as weather conditions, road conditions, utilities, census information, known hazards, and government boundaries. The program team is working on the next generation of SCOUT which will be available in late 2022.
2.4.4.3 Incident Briefing
Incident Briefing, ICS Form 201, reports are essential to providing a picture of the developing emergency and response efforts. They are to be completed by the first-person setting up the EOC for the initial shift and updated by the Planning Section for subsequent shifts.
Internal incident updates should be made frequently as information is collected and, the extent and potential duration of the incident become clear. An initial report to Town leadership and staff should be made within the first thirty (30) minutes following an emergency. Reporting should continue as long as the EOC is activated or as circumstances warrant. Within four (4) to eight (8) hours, a confirmation and update of the initial Incident Briefing should be made, including a preliminary damage assessment and the status of Town response operations.
2.4.5 EOC Reporting Systems
The State of California uses a cloud-based information management system for emergency response operations called Cal EOC. Cal EOC allows authorized users to collect and exchange incident situation information, request and manage resources, and provide reports. Currently the following organizations have full Cal EOC access:
• Cal OES key response and recovery personnel
• Counties: All 58 County Emergency Management Agencies 297
• State: California State Agencies with emergency response roles • Federal: key Federal Emergency Management personnel
The Town uses Microsoft Teams to manage incident response.
2.5 Response Operations
2.5.1 Goals, Priorities and Strategies
During the Response Phase, emergency managers set goals, prioritize actions and outline operational strategies. This plan provides a broad overview of those goals, priorities and strategies and describes what should occur during each step, when and at whose direction.
2.5.1.1 Operational Goals
During the response phase of a disaster, agencies charged with responsibilities in this plan should focus on the following five goals:
• Mitigate Hazards
• Meet Basic Human Needs
• Address Needs of People with Disabilities and People with Access and Functional Needs • Restore Essential Services
• Support Community and Economic Recovery
2.5.1.2 Operational Priorities
Operational priorities govern resource allocation and the response strategies for the Town and its political subdivisions during an emergency. Operational priorities addressed in this plan are:
• Save Lives – The preservation of life is the top priority and takes precedence over all other considerations.
• Protect Health and Safety – Measures should be taken to mitigate the emergency’s impact on public health and safety.
• Protect Property – All feasible efforts must be made to protect public and private property and resources, including critical infrastructure, from damage during and after an emergency. • Preserve the Environment – All possible efforts must be made to preserve California’s environment and protect it from damage during an emergency.
2.5.1.3 Operational Strategies
To meet the operational goals, emergency responders should consider the following strategies:
• Mitigate Hazards – As soon as practical, suppress, reduce, or eliminate hazards and/or risks to persons and property during the disaster response. Lessen the actual or potential effects or consequences of future emergencies.
• Meet Basic Human Needs – All possible efforts must be made to supply resources to meet basic human needs, including food, water, shelter, medical treatment, and security during the emergency. Afterwards provisions will be made for temporary housing, food, and support for re-establishing employment after the emergency passes. • Address Needs of People with Disabilities and People with Access and Functional Needs (People with DAFN) – People with DAFN are more vulnerable to harm during and after an emergency. The needs of people with DAFN must be considered and addressed. 298
• Restore Essential Services – Power, water, sanitation, transportation, and other essential services must be restored as rapidly as possible to assist communities in returning to normal daily activities.
• Support Community and Economic Recovery – All members of the community must collaborate to ensure that recovery operations are conducted efficiently, effectively, and equitably, promoting expeditious recovery of the affected areas.
2.5.2 Mutual Aid
California's emergency resource management system is based on a statewide mutual aid organization designed to ensure that additional resources are provided to the State’s political subdivisions whenever their resources are overwhelmed or inadequate.
The Town is a signatory to California Disaster and Civil Defense Master Mutual Aid Agreement, which gives authority to the various fire and law enforcement mutual aid plans and agreements for assistance and resources during emergencies and disasters. The basic concept provides that adjacent or neighboring law enforcement agencies within an OA will assist each other during an incident where mutual aid is needed. All Town requests for additional resources will be initiated by the IC, who will request assistance through the Butte County OA at the OA EOC.
Part of the Master Mutual Aid Agreement is Emergency Management Mutual Aid (EMMA) which can provide supplemental emergency management personnel from a non-impacted jurisdiction to the Town.
The Town recognizes a need for additional response staff to support EOC operations and may request EMMA early in the response to a disaster when there is a belief that there will not be enough staff to manage the emergency. As described above, the Town will request EMMA through the OA EOC. 299
Figure 5 The California Mutual Aid regions.
The Town and its departments are also part of other mutual aid agreements, and a copy of signed agreements or applicable mutual aid plans can be found in the Town offices. • The Town is a signatory of the Butte Operation Area Mutual Aid Plan (May 14, 2021). • Town Fire Service is part of the California Fire and Rescue Mutual Aid System. • Town Police Department is part of the California Law Enforcement Mutual Aid System.
The Town’s partner agency Paradise Irrigation District is a member of the California Water/Wastewater Agency Response Network (CalWARN). The mission of the CalWARN is to support and promote 300
statewide emergency preparedness, disaster response, and mutual assistance processes for public and private water and wastewater utilities. CalWARN expands member abilities to achieve agency, regional, and State preparedness by providing tools and proven practices to enhance readiness.
The following chart outlines discipline specific mutual aid systems flow of information, resources requests, and resources within specific mutual aid agreements relative to the SEMS organization levels.
Figure 6 - Discipline Specific Mutual Aid Systems
Diagram from California Emergency Plan, page 64
2.5.3 Resource Management
2.5.3.1 Resource Priorities
When activated, the Town of Paradise EOC establishes priorities for resource allocation during the emergency. All Town resources are considered part of a pool, which may be allocated by the Town EOC to fulfill priority missions. Each department retains control of its non-assigned resources until released for an emergency assignment by the EOC.
2.5.3.2 Resource Requests
Resource Requests will be made through one of the following processes:
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• Discipline-specific (usually Fire and Law) mutual aid systems: Requests for resources that are normally within the inventories of the mutual aid system will go from local coordinator to OA Mutual Aid Coordinator to the Regional Mutual Aid Coordinator. • All other resource requests will be made through the logistics function at each level.
Resource requests from jurisdictions within the Town will be coordinated with the Butte OA EOC to determine if the resource is available internally or other more appropriate sources located within the OA.
Emergency Management Mutual Aid Coordinators at each level will keep the Operations Chiefs informed of the status of resource requests and allocations. Coordinators at each level will communicate and coordinate with each other to maintain current status on resource requests and allocations within the disaster area.
Resource requests from the Town of Paradise EOC to the Butte OA EOC may be verbally requested then will be documented. Available resources will be allocated to the requesting local government field IC. If requests for a specific resource exceed the supply, the available resources will be allocated consistent with the priorities established through the action planning process. The Section Chiefs in the Town EOC are responsible for ensuring that priorities are followed.
Resource requests for equipment, personnel, or technical assistance not available to the Town should be coordinated with the Butte OA EOC to the Inland Region REOC. Once the resource requested is coordinated, approved and deployed, the Resource Status Unit, in coordination with various Operations Branches, is responsible for tracking the resource.
2.5.3.3 Resource Logistics
Organizations and agencies within the Town of Paradise have come together at the time of this writing (2022) to from a Ridge Emergency Planning Group as cooperators in preparedness and response. The capability assessment done by participating agencies identified resources needed for a disaster response within and around the Town.
To address resource gaps, the Town may rely on previously described mutual aid agreements and memorandums of understanding. The process of requesting these resources has been outlined in 2.4.4.2 Resource Requests as well as 2.5.3 Mutual Aid. Refer to the Integrated Preparedness Plan (IPP) for trainings and exercises.
2.5.4 Emergency Resource Directory
The Town will work with Butte County Emergency Management to access the Countywide Emergency Resource Directory (ERD) maintained by the Butte County Department of General Services. The ERD lists available vendors, supplies, and equipment that can be available during a disaster situation.
2.5.5 Direction, Control, and Coordination
Responsibility for emergency response is based on statutory authority.
The emergency response is coordinated under SEMS, which provides a flexible adaptable and expandable response organization to address all-hazards of varying magnitude and complexity. • Command and Control: During response to minor or moderate events, the Town may manage the emergency with existing resources. The Emergency Operations Center (EOC) may not be activated under this scenario. Personnel that are part of a field level emergency response will utilize the Incident Command System (ICS) to manage and direct on-scene operations.
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• Field/EOC Communications and Coordination: The Town EOC is activated to support field operations when an emergency requires additional resources, or when requested resources exceed that which is available from within the jurisdiction. Field ICs and the Town EOC will establish communications when the EOC is activated. The Town EOC will communicate with the Butte OA EOC and the Butte Operational Are EOC will communicate with the Inland REOC and the REOC will communicate with the SOC. • Multi-Agency Coordination: Larger scale emergencies involve one or more responsible jurisdictions and or multiple agencies. Management personnel from the responsible jurisdictions form a Unified command and/or a Multi-Agency Coordination (MAC) group.
Provision is made for situation assessment, determining resources requirements, establishing a logistical system and allocating resources. Various emergency operations centers, dispatch centers and other essential facilities located in or adjacent to the affected area are activated at this time.
In the event of an EOC activation, each Town department and selected allied agencies are assigned specific functions to support emergency management operations. These assignments may involve direct participation within the EOC or provide indirect support. See the Responsibility Matrix on the following page (Table 7) for Primary (P) and Support (S) roles for each Town department/organization. 303
Table 7 Responsibility Matrix
Town of Paradise County Other
Administration
Fire Department
Police Department
Information Technology
Various Town Departments as
designated by the Town Manager
Planning/Building
Finance
Public Works
Redevelopment
Human Resources
County OES Office/County
Administration
Environmental Health
Public Health
Social Services
Sheriff
School District
American Red Cross/Other NGOs
State/Federal Agencies
Adventist Health
Paradise Irrigation District (PID)
Action Planning P S
Alerting and Warning S S P S S
Animal Care P S S
Care and Shelter P S S S
Construction & Engineering P
Coroner P
Damage Assessment S P
Debris Clearance S P
Evacuation P S
Facilities S P
Finance/Administration P
Fire and Rescue P
Flood Control S P S S
Hazardous Materials P S
I.T. & Telecommunications P
Law Enforcement P S
Legal Considerations P S
Management P S S S
Medical/Health P S
Personnel P
Procurement P
Public Information P S S S S
Public Works P
Services & Support P
Situation Status S S S S S P S S S S S S S S S S S S
Transportation S P
Utilities P
Vital Records P
Water P
P=Primary S=Support
Notes: Transportation refers to the managing of roadways.
2.5.5.1 Cooperator Responsibilities
Plans specific to emergency response procedures developed by the Town, Butte County, and other cooperator groups provide processes and procedures on how response operations will be conducted.
Included within these are details on how the needs of the whole community will be addressed. Details on how DAFN population needs and steps to ensure they are addressed are identified. For instance, primary shelter responsibilities may fall to Butte County, the American Red Cross, or other emergency shelter providers. Plans for emergency shelter provision by these entities should include policies on ensuring Americans with Disabilities Act (ADA) compliance and outline procedures to provide shelters that are accessible to the whole community.’ Butte County provides support via its Special Needs Awareness Program (SNAP), which is a voluntary program for individuals with DAFN. SNAP provides residents with 304
evacuation assistance information, notification for extreme heat and cold weather events, and Public Safety Power Shutoffs.
Town evacuation plans include:
• Town of Paradise Evacuation Traffic Control Plan (2015) • Paradise Emergency Fire Zones and Assembly Points (2020) Butte County evacuation and emergency shelter plans include:
• Butte County Emergency Operations Plan Annex F: Care and Shelter (2011) • Butte County Paradise and Upper Ridge Ready Set Go Evacuation Plan (2020)
2.5.6 EOC Organization
The Town and other personnel who operate the EOC are known collectively as the EOC team, which includes staff with either the technical ability or decision-making authority to support life safety response activity, protect property, and restore essential Town services after an incident.
EOC team staffing is a function of the scope and scale of the emergency and requirements for effective response. Therefore, not all identified EOC positions will necessarily be staffed in the event of activation.
The Town personnel who are not designated as members of the EOC Team may be directed to move to other facilities or workstation or may be advised to remain at or return home pending further instructions.
The EOC is organized using the assignment list in Annex A.
A Town Policy Group consisting of the Mayor, one to two Town Council representatives, the Emergency Operations Coordinator, the Fire Chief, Police Chief, and a Public Works representative may participate in the EOC by providing policy advisement and recommendations. One Policy Group representative may be invited to the EOC to observe and fill a liaison role to report back to the Policy Group. 305
Figure 7 EOC Organziational Chart
Policy Group EOC Director
Finance Section Logistics Section Planning Section Operations Section Paradise Irrigation
District
EOC Support
Command Staff
Recorder
Information
Technology
Safety Officer and
Security
Liaisons (Cooperator
Group, County, ICP)
PIO Team
Call Center
EOC Advisor
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2.5.7 EOC Coordination with Other Government Levels and the Private Sector
2.5.7.1 Coordination with Field Response Level
Communications and coordination must be established between the EOC and field responders who are responding within the Town boundaries. This is accomplished through coordination with the DOC, when activated, and as necessary through the Town EOC. See Annex A – EOC Operations for additional information on EOC coordination and processes.
Coordination Group Relevant
Organizations/Agencies
Coordination Method
Operational Area
Jurisdictions
• Butte County
• Operational
Area member
jurisdiction
Initially, communications will be established with Butte County and any Operational Area member jurisdictions’
activated EOC by any means available and with
whoever is available, regardless of their functional EOC position. Ideally, communications and coordination
amongst the cities and special district EOCs will occur along functional lines. As time permits, communications will be established by the county with other jurisdictions that have not activated their EOCs.
A department representative from any jurisdiction within the OA that has activated its EOC may request to have
a liaison at the Town’s EOC; this will be coordinated
through the Butte OA EOC or the Emergency Services
Officer if the County EOC is not activated. Due to space limitations, this would only be recommended during
complex or large operations between the Town and
other Butte OA members.
County and Special
Districts
• Recreation and
Park Districts
• Water and
Power Districts
• School Districts
• Community
Service
Districts
The emergency response role of county and special
districts is generally to restore normal services or
functional area of responsibility. Some types of special districts may be more extensively involved in the
emergency response by directly coordinating,
communicating, and assisting local governments (e.g.,
utilizing school districts for incidents involving shelters, school facilities, or children). If a special district does not send a representative to the EOC, then the Liaison
Officer in the EOC will be responsible for establishing communications and coordination with the special
district liaison.
Inland Region Emergency
Operations Center
(REOC)
• Inland REOC Communications with the Inland REOC are conducted through the Butte Operational Area. The REOC will
work with the OA directly on behalf of the Town. The
primary method of coordination is the REOC sends a
field representative to the OA. The alternate method is the OA and the REOC coordinate through various
telecommunications systems.
Coordination and communications between the Butte
County EOC and the Inland REOC will occur between
the five SEMS functions. Direct coordination and
communications will also be established between the
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Coordination Group Relevant
Organizations/Agencies
Coordination Method
Operational Area Mutual Aid Coordinators, who are
located in the County EOC, and the Region’s Mutual
Aid Coordinator, who may be located in the REOC.
State and Federal Field
Response
• State or
Federal Law
Enforcement
• State or
Federal Fire
Fighting Units
State agency field responses may result from a flood
fight effort, oil spill, hazardous materials accident on a highway or other hazard scenarios. Federal field
response could result from the same scenarios or a
military aircraft accident, and/or terrorism incidents.
When a state agency or federal agency is involved in
field operations, coordination may be established with
the Town EOC. State or federal agencies operating in
the field may be found in any ICS section, branch, or
unit or part of a Unified Command. The agency’s
responsibilities in responding to the incident will
determine their location in the organization. Per NIMS, any multi-agency response will require the formation of a Unified Command structure.
Nonprofit and Private
Sector
• Businesses
• Volunteer
Organizations
• Private Utilities
Within Butte County, coordination of response activities with non-governmental organizations and/or privatelyowned utilities may send representatives to activated EOCs to facilitate coordination and restoration of
essential services. Other private sector corporate
interests may contact the EOC through the appropriate
liaisons to express their interest in assisting in response and recovery operations.
Volunteers • Community
Members
• Nonprofit
Affiliated
Volunteers
The County EOC will address volunteer requests from
the general public by directing them to the logistics
section or the Emergency Volunteer Center (EVC) if
activated.
For additional information regarding the Town Direction and Control and EOC Functions, refer to Annex A – EOC Operations.
2.6 Emergency Public Information
The Town will be responsible for disseminating information about the emergency to keep the public informed about what has happened, the actions of emergency response departments, and to summarize the expected outcomes of the emergency actions. The Town’s media center location for briefings, conferences, and information distribution will be located at Paradise Town Hall (5555 Skyway, Paradise, CA 95969).
The spokesperson for the Town during a disaster may include the Mayor, Vice Mayor, Town Council representative, and/or the Town PIO. The PIO, per ICS roles and responsibilities, will develop public information materials for dissemination and receive approval from the IC prior to the appointed Town spokesperson disseminating information.
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Different channels of communication will be utilized, depending on the level of working infrastructure (power, internet, etc.). During a major disaster, the usefulness of these channels may be limited. The Town will ensure that any information shared with the public will be accessible to all, including those in the access and functional needs (DAFN) community. Communication systems are outlined in section 2.1.
Through outreach programs, the Town will also communicate and educate the public (including businesses, individuals, and residents) on the risks and issues faced by the community and provide resources to mitigate risks and support preparedness. Outreach programs should address information on established emergency plans and procedures and delineate the roles and responsibilities of first responders and the public immediately following an emergency and during a sustained response.
2.6.1 Joint Information System (JIS)
Under SEMS and NIMS, public information is directly managed and controlled by the jurisdictions with responsibility for the emergency incident through the Multi-Agency Coordination System (MACS) beginning at the Field Level under a Unified Command structure and linking to Multi-Agency Coordination Groups (MAC Group) within each EOC level of SEMS as a Joint Information Center (JIC). Collectively, the activated JICs form the Joint Information System (JIS) that coordinates and communicates lifesaving measures, evacuation routes, threat and alert methods and other public safety information to numerous audiences in an accurate, timely, accessible and consistent manner.
2.6.1.1 Joint Information System
The JIS provides the mechanism to organize, integrate and coordinate information to ensure timely, accurate, accessible and consistent messaging activities across multiple jurisdictions and/or disciplines with the private sector and NGOs. It includes the plans, protocols, procedures and structures used to provide public information. Federal, state, tribal, territorial, regional, local and private sector PIO and established JICs are critical supporting elements of the JIS. Key elements include the following:
• Interagency/department coordination and integration
• Gathering, verifying, coordinating and disseminating consistent messages • Support for decision makers and
• Flexibility, modularity and adaptability
2.6.1.2 Joint Information Center (JIC)
The JIC is a central location that facilitates operation of the JIS. It is a location where personnel with public information responsibilities perform critical emergency information functions, crisis communications and public affairs functions. Typically, an incident specific JIC is established at a single, on scene location in coordination with federal, state and local department (depending on the requirements of the incident). Informational releases are cleared through IC/Unified Command, and/or the EOC.
2.6.1.3 PIO Coordination Teams
When a JIC is established, it will be staffed with PIOs and/or representatives from their teams from responding agencies, who will coordinate to:
• Gather, verify and produce information for dissemination to the media and public (such as news releases, background information, fact sheets, public service announcements, briefings and news conference materials).
• Respond to media questions and requests.
• Schedule media releases, briefings, news conferences, interviews, public service announcements, etc.
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• Arrange for media interviews and tours.
• Assign agency representatives to coordinate information from their agency with other team members before it is released to the public.
2.6.1.4 Virtual Joint Information Center
A virtual JIC may be initiated through technological means when geographical restrictions, incident management requirements, or other limitations preclude physical attendance by public information officers/liaisons at a central location. Through telephone or video teleconferences, personnel participating in the virtual JIC can meet and coordinate information.
During the COVID-19 remote working period, the Town adopted systems, which can be utilized for the virtual JIC. The systems include the following:
• Microsoft Teams
• SharePoint
• WebEX
2.6.2 Call Centers
Local government departments may activate a call center to centralize information sharing between the public, the media and government. Inquiry centers should be directly linked to media centers or joint information centers as appropriate. Call centers allow for:
• Establishment of Public Information hotlines (including TTY capability for individuals who are deaf) and hotline staff.
• Monitoring of radio and television stations and informing the PIO Coordination Team of inaccuracies.
• Sharing of information about the emergency or the government’s response. • Identification of information trends, which in turn allows the PIO to focus on providing targeted information.
• Identification of rumors and misinformation and bringing these to the attention of the PIO Coordination Team.
• Response to questions using official, verified information that has been approved for release. • Call referrals, as appropriate, to federal, state, local, volunteer and private sector agencies. • Current and updated information records.
• Records of questions, responses, and actions.
• Enhancing information to meet the needs of those whose primary language is not English and to meet the functional needs of the blind, deaf and hard of hearing.
2.7 Information Collection and Documentation
2.7.1 Finance
Once the Town Manager/Mayor (or via one of the alternate means under “Plan Activation”) has declared a state of emergency, emergency expenditure polices will be in effect that will allow the Town’s Finance Department to expedite procurement of resources necessary to address the emergency. Once a disaster/emergency is declared and emergency expenditures up to the limit as outlined in the Town’s finance policies, the Town Manager/Mayor or Designee may proceed with acquiring resources required to address the emergency and shall notify the Town’s Finance Department and/or EOC Personnel/Administration (as appropriate) as soon as practical based on the nature of the emergency. 310
The Town Manager/Mayor or Designee will keep records of all expenditures and the Finance Director will provide instructions on how to issue payments as required for the emergency.
The Town’s Finance Department is ultimately responsible for establishing the protocols for the Town at large as well as individual departments for recovering costs due to an emergency. The Finance and Department works in close coordination with the Town Manager/Mayor to approve/deny expenditures and reimbursements as appropriate. The Town’s Finance and Department shall provide guidance as a minimum with each EOP update regarding emergency expenditure polices.
While individual departments have inherent budget authority to respond to emergencies, they should coordinate emergency expenditures with the EOC Finance and Administration Section to coordinate procurement across the disaster as well as to ensure expenditures are conducted in accordance with Town emergency procurement policies.
The Finance and Department will lead post-disaster efforts to recover disaster-related costs such as via Small Business Administration loans, FEMA Public Assistance (PA) Program grants, etc. Per FEMA guidance, insurance claims will be filed prior to processing post-disaster reimbursement from the Tribal government. In addition, donations for volunteer labor, resources, and mutual aid will be captured to determine those eligible for consideration under FEMA’s PA program.
The EOC Finance and Administration Section will collect and record expenditures for each department so that the total cost may be determined, such as personnel overtime, equipment used/expended, contracts initiated, etc. Such cost reimbursements should include policies for expenditures regarding services animals, livestock, and personal pets.
The EOC Finance and Administration Section also assist community members, affected enterprises and other for whom the Town has responsibility to recover their individual costs through such programs as Small Business Administration loans, FEMA Individual Assistance (IA) Program grants, unemployment, worker’s compensation, etc. Per FEMA guidance, insurance claims will be filed prior to processing postdisaster reimbursement from the Tribal government.
Departments are responsible for their own expenditures inherent in their normal responsibilities that do not rise to the level of a declared emergency.
2.7.2 Expenditure Tracking
The Town may be reimbursed from insurance, state and/or federal sources for disaster-related expenses.
Annex D – Recovery and Mitigation provides details on various types of financial assistance for public agencies, individuals and families, and businesses, ranchers, and private nonprofit organizations.
2.7.3 Eligible Expenses
Eligible costs are extraordinary costs incurred while providing emergency services required by the direct impact of a declared disaster and which service is the responsibility of the applicant agency. Eligible costs are generally considered to be the net costs over and above any increased revenue or subsidy for the emergency service. Ineligible expenses include costs for standby personnel and/or equipment and lost revenue.
2.7.4 Recordkeeping Requirements
State and federal governments require detailed information to support claims for reimbursement. Funding will be approved or denied based upon the information supplied by applicant agencies. Documentation supporting all costs claimed will be required, and all information must relate back to individual original source records. The following guidelines should be followed when documenting disaster-related reimbursable expenses:
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• Costs and revenues associated with emergency operations should be segregated from normal operating expenses.
• Separate records should be maintained for each vehicle and piece of heavy equipment used for emergency operations.
• Vehicle and equipment documentation should include the miles and/or hours operated by location and by operator.
• Vehicle operating expenses should include fuel, tires, tubes, and maintenance. • Labor costs should be compiled separate from vehicle and/or equipment expenses. • Equipment documentation should include exactly where the equipment was used and for what; hours and minutes used; and the name of the equipment operator if applicable. • Revenues and subsidies for emergency operations must be subtracted from any costs claimed.
• Requisitions, purchase orders, and invoices must be maintained for all supplies, materials and equipment expenses claimed.
• Costs for supplies and materials must include documentation of exactly where resources were used and for what purpose.
• All noncompetitive procurements must be justified.
Expenditure tracking should commence upon notice or obvious occurrence of disasters that require expense of labor, equipment use, materials, and other expenses. The IC(s), EOC Director, and EOC staff are responsible for maintaining written records of all disaster-related personnel overtime, requests for supplies, equipment and contract personnel, and receipts for emergency purchases of supplies, equipment and other disaster-related expenses. The Town will activate a special coding for emergency expenditure tracking which is used for both labor and equipment.
The Finance Section will compile reports, including total expenditures by category. The Finance Section Chief will submit a summary report on total costs to the EOC Director as requested. This information will be used for state and federal disaster assistance applications. The expenditure data and documentation are vital to state and federal agencies for requesting financial assistance during and after the disaster.
2.7.5 Reimbursement
There are a number State of California and Federal programs that provide for reimbursement of expenses due to disasters. For more information on state and federal disaster assistance programs, including cost share requirements, refer to Annex D – Recovery and Mitigation. Annex D contains information about both PA and IA programs.
2.8 Continuity of Operations (COOP) and Continuity of Government (COG) The Town conducts essential functions to provide its citizens and neighboring communities with critical services. Continuity involves all community partners preparing to provide essential services and conducting these functions when normal operations are disrupted. A lack of continuity capability could lead to loss of life, elected officials being unable to carry out their statutory authorities, first responders being unable to respond, and communities being unable to recover. See Functional Annex B – Continuity of Government/Continuity of Operations for further details.
COOP involves the Town departments ensuring that they continue to perform their essential functions, provide essential services, and deliver core capabilities during a disruption to normal operations. While first responders and some employees (Disaster Service Workers) will focus on the emergency response itself, continuity staff will focus on delivering essential functions that citizens and neighboring communities rely upon. Overarching essential functions include:
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• Maintain continuity of government
• Provide visible leadership addressing the crisis and leading the response effort • Maintain and foster relationships with neighbors and partners to ensure mutual aid • Maintain law and order
• Provide emergency services
A critical component of the Town emergency management strategy involves ensuring that government operations will continue during and after a major emergency or disaster. The ability to maintain essential government functions, including the continuity of lawfully constituted authority is a responsibility that must be provided for to the greatest extent possible. For additional information regarding the Town’s Continuity of Government, refer to Annex B – Continuity of Government/Continuity of Operations.
The intent of the Town’s continu–ty of government (COG) capability is to preserve the statutory and constitutional authority of elected officials. Disasters can threaten the ability of the Town to execute its statutory authorities, perform essential functions, and deliver essential services. COG is the Town’s coordinated effort across elected leadership and departments to ensure the Town continues to perform essential functions during and after an emergency or threat.
Applicable portions of the California Government Code and the State Constitution provide authority for the continuity and preservation of state and local government. For additional information, refer to Annex B – Continuity of Operations and Continuity of Government.
2.8.1 Continuity Policy Statements
Suspension of Routine Activities and Availability of Employees: Day-to-day functions that do not contribute directly to the disaster operation may be suspended for the duration of an emergency. Efforts normally required for routine activities may be redirected to accomplish emergency tasks. During an emergency response, Town employees not otherwise assigned emergency/disaster related duties may, unless otherwise restricted, be made available to augment the work of their department, or other Town departments, if required.
Devolution and Reconstitution of Essential Functions: Disasters such as catastrophic wildfires could require government functions to devolve away from their primary staff and facilities and transfer statutory authority and responsibility for essential functions to other organization employees and facilities, and to sustain that operational capability for an extended period. Due to both the practical and symbolic importance of returning Town functions back to their primary locations, the Town will, to the extent possible, prioritize the reconstitution of surviving and/or replacement personnel to resume normal operations from the original or replacement primary operating facilities. Each department will identify staff who could deploy to the alternate location when a continuity event is pending to ensure a seamless and uninterrupted continuation of essential functions.
2.8.2 Disaster Service Workers
Under California Government Code, Section 3100-3109, all public employees are obligated to serve as Disaster Service Workers (DSWs). Public employees (civil service) are all persons employed by any county, Town, state agency or public district in the State of California. Disaster Service Workers provide services and support during declared emergencies or disasters.
In the event of a major emergency or disaster, Town employees may be called upon to perform certain duties in support of emergency management operations, such as: serve in a position in the EOC, support shelter operations, or work at a logistics base in the field. 313
• Town employees may be required to work at any time during a declared emergency and may be assigned to disaster service work.
• Assignments may require service at locations, times and under conditions other than normal work assignments.
• Disaster Service Worker assignments may include duties within the EOC, in the field or at another designated location.
Under no circumstances will Town employees who do not usually have a response role in their day to day responsibilities be asked to perform duties or functions that are hazardous, that they have not been trained to perform, or that are beyond their recognized capabilities.
Town employees may not be at peak efficiency or effectiveness during a disaster if the status of their households is unknown or in doubt. Employees who are assigned disaster response duties are encouraged to make arrangements with other employees, friends, neighbors, or relatives to check on their immediate families in the event of a disaster and to communicate that information to the employee through the Town EOC. First responders and other disaster service workers who are well-prepared will have likely have greater peace of mind and be able to focus on their disaster response work if their families are taken care of. All staff are encouraged to prepare their families before disaster strikes. 314
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Section III: Recovery
3.1 After Action Reporting
Per California Code of Regulations, Title 19, § 2450:
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 afteraction report (AAR) to Cal OES within ninety (90) days of the close of the incident period.
The AAR shall, at a minimum:
• Be a review of response actions taken
• Application of SEMS
• Suggested modifications to SEMS
• Necessary modifications to plans and procedures
• Identified training needs
• Recovery activities to date
The after-action report will serve as a source for documenting the Town emergency response activities and identifying areas of concern and successes. It will also be utilized to develop a work plan for implementing improvements.
An after-action report will be a composite document for all SEMS levels, providing a broad perspective of the incident, referencing more detailed documents, and addressing all areas specified in regulations.
It will include an overview of the incident, including attachments, and will also address specific areas of the response, if necessary. It will be coordinated with, but not encompass, hazard mitigation. Hazard mitigation efforts may be included in the “recovery actions to date” portion of the after-action report.
The Town Manager or designee is responsible for the completion and distribution of the after-action report to the Town Manager and Department Directors as well as ensuring that it is sent to the California Emergency Management Agency (Cal EMA) within the required 90-day timeframe.
For The Town, the after-action report’s primary audience will be Cal OES and Town employees, including management. As public documents, they are accessible to anyone who requests a copy and will be made available through the Town Manager’s Office.
The after-action reports will be written in simple language, well structured, brief and well presented, and geared to the primary audience.
3.1.1 Long Term Recovery Plan
Due the devastation caused by the Camp Fire, the Town developed a Long-Term Recovery Plan that incorporates lessons learned and resiliency. While there are five categories of recovery projects (Safer, Welcoming, Stronger, Better, Greener), the one more applicable to the Town EOP is the priority of safety.
The Safety Vison of the plan is that “Paradise is a community that prioritizes the safety of its residents and acts as a model of a progressive, resilient, fire safe California Town.”4 4 https://www.townofparadise.com/sites/default/files/fileattachments/recovery/page/2071/6.24.19_long_term_community_recove ry_plan.pdf
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The safety goal of the Long-Term Recovery Plan includes improving evacuation, fire safety, and the emergency notification system. Specific Town-led safety projects outlined in the plan include:
• Resident fire safe education
• Removing standing burned trees on private property
• Emergency notification system
• Evacuation routes
• Interconnected path system
• Missing road segments
• Long dead-end streets
• Fuels management plan
• New Fire Station 82
• New civic center
3.1.2 Coordinated Planning Efforts
Other planning efforts that incorporate hazard mitigation include:
• Town of Paradise 2030 General Plan
• 2019-2020 Capital Improvements Plan
• Ridge Emergency Planning Committee
• Multi-Agency Evacuation Transportation Planning Task Force
3.2 Administration and Finance
During disasters, the Town relies upon both its own employees and resources and mutual aid to fully respond to and recover from the incident. Section 2.8.2 contains the guidance on augmenting staff with Disaster Service Workers. Section 2.5.2 describe the mutual aid process.
3.2.1 Administration Introduction
The Administration function manages all financial, administrative, and cost analysis aspects of the emergency. Initially, this work may be done in the EOC, but in later stages of the emergency this function may be accomplished at other locations.
3.2.2 Documentation
Documentation is an administrative process used by a jurisdiction to document the response to and recovery from a disaster. In addition to simply create historical records of disaster events, documentation supports immediate requirements such as cost recovery, documenting damage assessments, and informing incident critiques such as AARs. Some of the important information to capture includes:
• Tracking costs, analyzing cost data, making estimates, and recommending cost savings measures
• Analyzing, reporting, and recording financial concerns resulting from property damage, responder injuries or fatalities at the incident
• Managing financial matters concerning leases and vendor contracts • Managing administrative databases and spreadsheets for analysis and decision making • Recording time for incident personnel and leased equipment 317
To the maximum extent possible, standardized ICS forms will be used to capture information.
After each event, respective Town departments will be responsible for maintaining historical records. For example, while the EOC Management Section will designate a point of contact to maintain such overall records as the after-action report, the Town’s Finance Department would maintain the financial records pertinent to the event.
3.3 Damage Assessment
Damage Assessment is the process of identifying and quantifying damages that occur as a result of a disaster. The objective of the damage assessment is to provide situational awareness to the EOC about the state of critical and essential functions to help facilitate the move from response into recovery. It also facilitates the decisions to appropriately direct resources and teams. Additionally, the damage assessment results are used as the initial basis to justify or determine state or federal assistance.
The activities involved in FEMA’s Preliminary Damage Assistance (PDA) process are provided in the following diagram. Additional details on the steps, types and chronological breakdown on the activities of damage assessments can be found within Annex D – Recovery and Mitigation.
Figure 8 FEMA’s Preliminary Damage Assistance (PDA) Process 318
3.4 Documenting and Reporting Damage Assessments
3.4.1 Reporting
Any damage that endangers life safety, the operation of a facility or damage that could result in additional damage will be reported immediately to the EOC Operations Section via phone or radio. Copies of all damage reports are forwarded to the Planning Section for review, analysis and posting on status boards, as indicated.
3.4.2 Windshield Survey
Field units report hazards or major damage to the assigned EOC Operations Section Chief or designee via phone or radio.
3.4.3 Safety Assessment
The results of safety assessments are reported by Safety Assessment Teams (SATs) to the assigned Operations Section Safety Assessment staff via phone or radio. Based on the results of these assessments, initial response strategies and priorities may be received by the Operations Section Chief.
Within California, Cal OES manages the Safety Assessment Program (SAP), which utilizes volunteers and mutual aid resources to assist local government evaluate damage to the built environment following a disaster.
3.4.4 Detailed Damage Assessment
Each SAT submits its findings in writing on the appropriate form to the EOC Safety Assessment staff.
The Safety Assessment staff arrange for further engineering assessments based on the findings from this assessment. Copies of all forms are forwarded to the Planning Section for the Situation/Status Report.
3.4.5 Engineering Evaluation
Each SAT submits its findings in writing to the EOC Safety Assessment staff. The engineering reports will include all supporting materials, such as drawings, calculations, cost estimates, etc., and will be used to develop, repair and reconstruct plans.
3.4.6 Documentation
Police, Fire and Public Works field units conduct the Windshield Surveys and document their findings.
The information may be reported verbally to the EOC, or to the appropriate Law, Fire or Public Works representative who in turn records the information.
Inspections and assessments are recorded by assigned SATs on the appropriate ATC-20-2 forms and photographs are taken of all damages observed. Where indicated, appropriate maps and schematics are attached to the ATC-20-2 forms. Completed forms, photographs and schematics are forwarded to the EOC Planning Section as soon as practical.
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Section IV: Mitigation
4.1 Mitigation Overview
The Town participates in several mitigation activities and programs to protect its community and increase its resilience. Many of these projects include coordination with Town agencies as well as jurisdictional partners. Between the efforts described below and those not included in this EOP, the Town of Paradise is endeavoring to become a more resilient community.
4.1.1 Local Hazard Mitigation Planning
The 2019 update of the Butte County LHMP involved 16 jurisdictions including the County and its cities.
The Town, Paradise Irrigation District (PID), and Paradise Recreation and Park District also participated in the 2019 revisions. Success from previous mitigation actions include:
• Paradise Pines Property Owners Association Village Office survived the Camp Fire due to fuels reduction work done 2007 and in 2018.
• In the spring of 2018, the Butte Fire Safe Council, in coordination with numerous partners, treated 176 acres of timber. When the Camp Fire came through, it did minimal damage to this area, protecting Paradise Lake which provides drinking water to this area of the County. • Due to numerous factors, including climate change, both the severity and costs from natural, technological, and human-caused hazards continues to increase nationwide. Accordingly, the Town of Paradise actively pursues effective ways to reduce both its vulnerability to and consequences of disaster events.
• Table 8 is a subset if hazards from the 2019 LHMP that are both likely, the magnitude/severity is “critical” or “catastrophic,” the significance is “medium” or “high” for the Town of Paradise.
Table 8 Butte County 2019 LHMP Worst Most Likely Natural Hazards Hazard Geographic
Extent
Likelihood of Future
Occurrences
Magnitude/
Severity Significance
Wildfire Extensive Highly Likely Catastrophic High
Floods: 100/200/500 year Significant Likely Critical High Severe Weather: Wind and
Tornado
Extensive Highly Likely/Likely Critical Medium
Drought & Water shortage Extensive Likely Critical Medium Landslide, Mudslide, and Debris
Flow
Significant Likely Critical Medium
The Town of Paradise Annex to the LHMP identified the following hazards as priorities for the purpose of developing mitigation actions:
• Drought and Water Shortage
• Earthquake and Liquefaction
• Floods: Localized Stormwater
• Invasive Species: Pests/Plants
• Landslide, Mudslide, and Debris Flow Severe Weather: Extreme Heat • Severe Weather: Freeze and Winter Storm
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• Severe Weather: Heavy Rain and Storms (Hail, Lightning, Wind) • Severe Weather: Wind and Tornado
• Wildfire
The Town of Paradise had 19 mitigation actions outlined in the Butte County LHMP to address multihazard events, flooding, landslide/mudslide/debris flow, and/or wildfire. Each of these actions relate to one of the following:
• Prevention
• Public information
• Emergency services public information
• Property protection
• Natural resource protection
• Structural projects
For detailed information on the Town of Paradise’s mitigation strategies, refer to Butte County 2019 LHMP–Annex E.
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Section V: Preparedness
5.1 Preparedness Planning
The Town maintains several emergency plans as supporting components of the Town EOP. The table below provides the titles and point of contact for each DOP:
Table 9 DOP Matrix
DOP Matrix
Plan Title Department Point of Contact
(Name, Title)
Contact Information (Phone,
Email)
Town of Paradise
Emergency Operations
Plan
Town Manager Colette Curtis [email protected]
General Plan Safety
Element
Community Development
Director
Susan Hartman [email protected]
Town Evacuation Plan Public Works / Engineering Marc Mattox [email protected] Major Winter
Snowstorm Emergency
Action Plan
Public Works / Engineering Marc Mattox [email protected] Snow and Ice Control
Plan
Public Works / Engineering Marc Mattox [email protected] Community Wildfire
Protection Plan –
Battalion #8
Paradise Fire Garrett Sjolund [email protected] Town government conducts a wide array of emergency planning activities, as documented in the following table:
Table 10 Planning Activities
Planning Activities
Activity Name Activity Frequency Point of Contact
(Name, Title)
Contact Information (Phone,
Email)
Ridge Emergency
Planning Group
Monthly Meetings Jim Broshears [email protected] Transportation Master
Plan Planning Group
TBD Marc Mattox [email protected]
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Emergency readiness cannot be conducted within a vacuum. The Town is responsible for working with all Town departments, special districts and allied agencies that are considered a component of the Town Emergency Organization. Such coordination extends to the following activities:
• Interagency plan development
• Interagency training coordination
• Interagency exercise development and presentation
• Interagency response management
• Interagency emergency public information activities
The Town Manager is the Town government’s lead agent for day-to-day mitigation, preparedness, response, and recovery activities. Non-emergency functions include:
• Planning, training and exercise development
• Preparedness presentations
• Interagency coordination
• Hazard assessment
• Development of preparedness and mitigation strategies • Grant administration
• Support to the Town’s response agencies.
5.1.1 Community Preparedness and Awareness
The Town conducts several initiatives to engage the public and its community in emergency preparedness efforts through awareness events and trainings. Below are informational pages the Town maintains to keep the community prepared:
Table 11 Community Preparedness and Awareness Resources Community Preparedness and Awareness Resources
Resource Title Content
CODE RED Community notifications system where, upon enrollment, members of the community will be notified by the local emergency response team in the event of emergencies or critical community incidents. Examples include evacuation notices, bio-terrorism alerts, boil water notices, and missing child reports.
Citizen Planning
Guide for Disaster
Preparedness
This guide provides community members with an overview of general preparedness activities each community member can take prior to an emergency incident. The guide also includes hazard-specific scenarios, with preparedness and response recommendations for hazards such as winter storms, severe winds or power outages, wildfires, and heatwaves among others.
Disaster Recovery
and Capital
Improvement
Program Projects
This webpage includes a map of all disaster recovery and capital improvement program projects in the Town of Paradise.
Ember Awareness
Checklist
The Ember Awareness Checklist provides community members with a step by step list of actions they can take to protect their home in the event of a wildfire. 325
Community Preparedness and Awareness Resources
Resource Title Content
North Valley
Animal Disaster
Group
This group provides evacuation and sheltering information for animals during a disaster.
The group provides a brochure with best practices before, during, and after an evacuation or disaster.
These resources are made available via the Town website under Community Resources: Emergency Services Information. The Town website is committed to conforming with the Web Content Accessibility Guidelines (WCAG), which is compatible with browsers and assistive technology.
This plan does not substitute government services for individual responsibility. Citizens are expected to take steps to ensure they are aware of and following developing emergency events and take appropriate steps to respond in a safe and timely manner. Since the Town's resources and personnel may be overwhelmed at the onset of a disaster event, individuals and organizations should prepare for the potential they will need to be self-sufficient following a disaster. The Town will make every effort to provide information to the public, via the media and other sources to assist citizens in dealing with the emergency.
5.1.2 Preparedness Actions
The Town took part in the Butte County Multi-Jurisdictional Hazard Mitigation Plan Update by convening a working group to identify hazards and a mitigation action plan to be incorporated into the County Plan.
This initiative incorporated public review and community engagement activities to ensure preparedness actions are a priority for the region. For more detail regarding the mitigation actions the Town has integrated as part of its preparedness actions, refer to the Butte County Local Hazard Mitigation Plan –Annex E.
5.2 Readiness Training and Plan Exercises
The Town Manager or designee will develop and execute a comprehensive training and exercise program for emergency management topics on an annual basis. The established training and exercise schedule will include applicable courses of instruction and education that cover management subjects. Such instruction shall meet or exceed the State SEMS and Federal NIMS training requirements and exercise activity will follow the Homeland Security Exercise and Evaluation Program (HSEEP) guidance. A full training and exercise schedule can be found in the Town Integrated Preparedness Plan.
The Town Manager’s Office will notify holders of this plan of training opportunities associated with emergency management and operations. Individual Town departments and agencies within the Town of Paradise are responsible for maintaining training records. Jurisdictions and agencies having assigned functions under this plan are encouraged to ensure that assigned personnel are properly trained to carry out these tasks.
Together, the trainings and exercises maintained and executed by the Town test elements of this plan.
Areas for improvement are identified through an after-action process, including the development of corrective actions as necessary.
Overall, these activities establish a framework for cross-departmental coordination with Town stakeholders to improve preparedness as aligned with all-hazard and whole community emergency management principles.
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Maintenance
6.1 Plan Development and Maintenance Responsibility
This plan is developed under the authority conveyed to the Town Manager or designee in accordance with the Town’s Disaster Council who has the primary responsibility for ensuring that necessary changes and revisions to this plan are prepared, coordinated, published, and distributed.
6.2 Review and Updating
This plan and its supporting documents or annexes, such as Continuity of Operations, Direction and Control or Recovery, will be reviewed every two years. Changes to the plan will be published and distributed to all involved departments and organizations. Recommended changes will be received by the Town Manager or designee, reviewed and distributed for comment on as needed. Elements of this plan may also be modified by the Town Manager or designee any time state or federal mandates, operational requirements, or legal statute so require. Once distributed, new editions to this plan shall supplant older versions and render them inoperable.
6.3 Record of Distribution
The following is a list of individuals and organizations that have received a copy of the EOP.
Record of Distribution
Copy # Agency/Organization Date of Transmittal
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Appendices
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Appendices
Supplemental Documents
Glossary of Terms
Acronyms
References
Emergency Proclamations Example
Emergency Management Systems
Job Role Cards
Functional Annexes
Annex A: EOC Operations
Annex B: Continuity of Operations and Continuity of Government Annex C: Communications and Warning
Annex D: Recovery and Mitigation
Hazard Specific Appendices
Flood/Dam Failure
Severe/Extreme Weather
Wildfire/Urban Interface
Earthquake and Liquefaction
Hazardous Materials Incidents
Landslide, Mudslide, and Debris Flow
Invasive Species
Public Health/Epidemics
Transportation Incident
Terrorism
Civil Disorder and Violent Encounters
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Recovery
Response
Mitigation
Preparedness 331
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TABLE OF CONTENTS
ANNEX A: EOC OPERATIONS............................................................................................................. 3 ANNEX B: CONTINUITY OF OPERATIONS AND CONTINUITY OF GOVERNMENT................................. 29 ANNEX C: COMMUNICATIONS AND WARNING ............................................................................... 37 ANNEX D: RECOVERY & MITIGATION.............................................................................................. 45 332
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ANNEX A: EOC Operations
Introduction
The Town of Paradise Municipal Code, Chapter 2.40 – Emergency Organizations, establishes an emergency organization and local disaster council. The municipal code provides for the development of an emergency plan, establishing responsibilities for emergency management operations and specifying the officials authorized to proclaim a local emergency. When there is an immediate threat or actual emergency, the Town of Paradise will implement emergency plans and take actions to mitigate or reduce the emergency threat. Actions may include deploying field-level emergency response personnel and activating the Emergency Operations Center (EOC) and issuing orders to protect the public. All accessible and applicable local, state, and federal resources will be committed to protect lives, property and the environment. This annex is dedicated to the overall Direction and Control of the emergency or disaster as it pertains to the Emergency Operations Center (EOC).
Town of Paradise Emergency Management Organization
Town of Paradise SEMS Organization
The Town of Paradise operates an EOC staffed by personnel from town departments and allied agencies. The EOC team is organized around the five functions (Management, Operations, Planning/Intelligence, Logistics, Finance/Administration) of the Standardized Emergency Management System (SEMS). Town personnel staff the positions to ensure coordination. Please see Figure 1 – Town of Paradise EOC SEMS Organizational Chart.
Consistent with SEMS, the Town EOC organizational structure develops in a modular fashion, based upon the type and size of the incident. The EOC staff builds from the top down. 333
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Figure 1 – Town of Paradise EOC SEMS Organizational Chart provides a notional EOC organization.
Concept of Operations
During a disaster or emergency, the Town of Paradise Emergency Operations Center (EOC) will support field response operations within the town. The EOC will operate using the Standardized Emergency Management System (SEMS) functions, principles, and components. It will implement the action planning process, identifying, and implementing specific objectives for each operational period.
EOC Locations
Within Paradise, the various departments and agencies throughout the town are responsible for conducting normal day-to-day operations. When a major emergency or disaster strikes, the EOC is the location from which centralized emergency management will be performed. The EOC facilitates a coordinated response by all the departments and agencies that are assigned emergency management responsibilities. The level of EOC staffing will vary with the specific emergency situation. Departments with critical response functions may activate their own Department Operation Centers (DOC) which act as conduits of information between field operations and the EOC. The DOC is the location from which individual departments coordinate and control their own resources and response actions specific to that department.
The EOC provides a central location of authority and information and allows for face-to-face coordination among personnel who must make emergency decisions. The following functions are performed in the Town of Paradise EOC:
• Managing and coordinating emergency operations.
• Receiving and disseminating warning information.
• Developing emergency policies and procedures.
Policy Group EOC Director
Finance Section Logistics Section Planning Section Operations Section Paradise Irrigation
District
EOC Support
Command Staff
Recorder
Information
Technology
Safety Officer and
Security
Liaisons (Cooperator
Group, County, ICP)
PIO Team
Call Center
EOC Advisor
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• Collecting intelligence from and disseminating information to, the various EOC representatives, from the town departments, county, state, and federal agencies. • Preparing intelligence/information summaries, situation reports, operational reports, and other reports as required.
• Maintaining general and specific maps, information display boards, and other data pertaining to emergency operations.
• Continuing analysis and evaluation of all data pertaining to emergency operations. • Controlling and coordinating, within established policy, the operational and logistical support of departmental resources committed to the emergency and requesting resources from outside of the town.
• Maintaining contact and coordination with support DOCs, other local government EOCs, and the Butte Operational Area Emergency Operations Center (OA/EOC). • Providing emergency information and instructions to the public, making official releases to the news media and scheduling of press conferences as necessary.
EOC Facility Location - Primary
EOC Facility Address
Primary EOC facility Town Hall - 5555 Skyway, Town of Paradise The Primary EOC offers the following facilities for use during major emergencies:
• Dedicated operating space
• Extensive telephone and information management capabilities • Electronic display processing capabilities
• Radio communications capabilities
• Office support facilities
• Dedicated task work areas
• Auxiliary power generator capability
• Adequate parking for personnel
• Adequate restroom/kitchen facilities
• Joint Information Center/Media Briefing Room
Geographic Information Systems Planning Room
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EOC Layout
Placeholder for Town to add a graphic of the EOC layout. 336
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EOC Facility Location – Alternate
EOC Facility Address
Alternate EOC Facility
Chico Fire Department - Training Center
1466 Humboldt Road, Chico, CA, 95928
Emergency Operations Center Activation
Table 1 EOC Activation Checklist
EOC ACTIVATION CHECKLIST
Activate the Town Emergency Operations Center (EOC) by assuming the role of Incident Commander. Use the Incident Commander’s Job Aid in the Supplemental Documents section. The primary EOC is located at Town Hall 5555 Skyway.
Establish the level of activation with the Town Manager’s Office. Use guidance provided in Section 2.3 of the Basic Plan (initial activation may change as incident changes).
Use CodeRED to send an EOC Activation notification to staff.
Ensure there is an Emergency Operations Plan (EOP) with position job aids, along with paper, pens, and message forms (ICS Form 213) and Unit Log (ICS Form 214) at each workstation.
Use ICS Form 211s for sign-in purposes. These will be provided at the EOC or electronically as needed.
Contact Butte County and notify them that the Town EOC is activated.
Post the EOC staffing chart. Use ICS Form 203, Organization Assignment List.
Begin to develop situational awareness about the extent and severity of the incident.
Initiate preparation of the Incident Briefing, ICS Form 201.
EOC Activation Responsibility
The Town Manager administers and directs the Town Emergency Managment Organization. During an emergency when the EOC is activated or there is the potential for activation, the Town Manager manages and directs all aspects of the town’s response and recovery operations and will be responsible for facilitating the overall physical set-up, functionality and close-out of the EOC.
If EOC activation is warranted, the first EOC staff member to arrive begins set-up procedures. The Town Manager or designee makes all decisions regarding the level and scope of EOC operations. The scope and nature of the emergency, current conditions, and potential concerns dictate the level of EOC operations and staffing requirements.
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Security and Access Control
Upon activation, only authorized personnel are permitted in the EOC. Access shall be granted to all personnel identified as EOC staff or town officials, and those persons having legitimate business in the EOC. Authorized EOC staff and visitors shall be issued identification for EOC access. The identification shall distinguish the bearer as a member of the EOC team or as a visitor. 1Town EOC Roles and Responsibilities
The Town of Paradise Emergency Operations Plan (EOP) will be activated when an emergency occurs or threatens to exceed capabilities to adequately respond to and mitigate an incident(s). The scope of an emergency, rather than the type, will largely determine whether the EOP and EOC will be activated, and to what level.
Management Section
The Town Manger or designee leads the Management Section and is responsible for the overall management of EOC operations to address the impacts of an emergency directly upon the town and assessing conditions outside the town, which have the potential for affecting local resources.
Additionally, the Town Manger or designee is responsible for directing the creation of an EOC Action Plan and the overall strategic direction of response, including appropriate mutual aid liaison activities.
Management Staff
Assisting the Town Manger or designee is the Management Staff. The Management Staff is responsible for providing direct administrative and executive-level support to the Director, as well as for providing additional emergency support functions within selected areas of responsibility. When fully activated the EOC Management Staff includes the following:
Emergency Operations Center (EOC) Director
The EOC Manager is responsible for disaster operations and will remain at the EOC to observe and direct all operations during the emergency. The EOC Director will ensure the safety of staff and others within the EOC during its operation/activation. The Town Manager is responsible for staffing this position. The Deputy Town Manager shall serve as an alternate for this position.
Public Information Officer (PIO)
The PIO is directly responsible for managing Emergency Public Information activities within the EOC and in support of all Town Emergency Public Information operations. The PIO may be assisted by additional staff who will conduct assorted Emergency Public Information tasks and duties (Rumor Control and activation of the Paradise Information Center) within the EOC or a Joint Information Center (JIC) if established, or at a field incident command post. The responsible town department staffing this position is the Town Clerk’s Office.
Legal Affairs Officer
The Legal Affairs Officer is responsible for providing legal advice and guidance to the Director and the Council on all emergency management issues and concerns. The responsible town department staffing this position is the Town Attorney.
Liaison Officer
The Liaison Officer functions as the primary point of contact for all allied agencies and jurisdictional representatives not directly assigned to the Town EOC. All agency and jurisdictional representatives will coordinate with the Liaison Officer, as needed. The responsible individuals/agencies staffing this position are designated by the EOC Director based on the incident. 338
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Safety & Security Officers
The Safety & Security Officers are responsible for ensuring that the EOC is secure when activated, that hazards are identified and mitigated, and that the EOC environment is suitable for conducting operations in a safe and healthful manner. The responsible town departments staffing these positions are the Human Resources for security and the Town Manager’s office for safety, if activated.
Operations Section
The Operations Section, an element of the EOC General Staff is responsible for coordinating the deployment of response resources in support of field operations. Such coordination activities will normally include:
• Manage operational elements of approved Emergency Action Plan (EAP). • Support Department Operations Centers (DOC) and field incident commands (if DOCs not activated) and associated response activities.
• Coordinate and liaise with DOCs for reporting status information to the EOC for action planning and situation reporting purposes.
• Liaise with designated Mutual Aid Coordinators.
• Coordinate incident response assets (in accordance with the approved Action Plan) regardless of agency affiliation or type of asset (e.g., law enforcement, fire suppression, medical, etc.).
• Assess the emergency within the town or in nearby jurisdictions that affect local government’s response organizations.
This section is composed of several functional groups, each with its own functional coordinator. Some or all of the functions may be involved in an incident response.
The Operations Section will be coordinated by the EOC Director and they will activate those functions deemed appropriate. When fully activated, the Operations Section could be comprised of the following branches, with each position being staffed with town or allied-agency personnel. • Law Enforcement Branch – Police Department
• Fire and Rescue Branch – Fire Department
• Public Works Branch – Public Works Department
Planning/Intelligence Section
The Planning/Intelligence Section, an element of the EOC General Staff, collects and analyzes incident data relating to hazards, damage, operations, and other problems. This section becomes the organizational focus for all information or intelligence analysis and advanced planning relative to the incident or emergency.
The Planning/Intelligence Section is divided into several units. Within those units, the following emergency support functions are organized and performed as part of the Planning/Intelligence Section. • Situation Status Unit
• Action Planning Unit
• Resource Status Unit
• Documentation Unit
• Advanced Planning Unit
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• Technical Specialists Unit
• Demobilization Unit
This section will be staffed by the Development Services Department as needed to perform the various functions required to support emergency management operations within the activated EOC.
Additional branches or units may be established as needed to meet operational needs.
Logistics Section
The Logistics Section is responsible for coordinating the provision of a broad assortment of procurement, service, maintenance, communication, and information technology services in support of the town’s emergency management activities during a disaster.
The Logistics Section is divided into several branches. Within those branches, the following emergency support functions are organized and performed as part of the Logistics Section. • IT and Communications Branch
• Facilities Branch
• Personnel Branch
• Procurement Branch
• Transportation Branch
• Care and Shelter Branch
The section will be staffed by Administration, Human Resources, Town Manager’s Office and Public Works, as needed to perform the various functions required to support emergency management operations within the activated EOC. Additional branches or units may be established as needed to meet operational needs.
Finance/Administration Section
This section is responsible for the financial management of an operation, including payment for equipment, supplies, and services. It is also responsible for maintaining and monitoring response costs, personnel time-keeping records, and for providing administrative support to the EOC. The following functions are the responsibility of the Finance Section. • Cost Recovery Unit
• Compensation and Claims Unit
• Fiscal Unit
The section will be staffed by Finance and other town departments as directed by the EOC Director as needed to perform the various functions required to support emergency management operations within the activated EOC. Additional branches or units may be established as needed to meet operational needs.
Communications
Communications within the EOC are accomplished using the most expedient and appropriate means possible (usually in person). Each EOC position has a telephone available for communicating directly with EOC staff members, outside agencies, or field forces. Radios may also be used for direct communications with field forces or outside agencies. Key decision-makers and certain EOC staff will be issued portable radios. Regardless of the medium used, all significant communications shall be recorded on the EOC unit/activity log (ICS 214).
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EOC Reporting
EOC reports will be made on a schedule developed by the EOC Director or as needed; Standard reports include EOC Action Plans and Situation Reports.
Initial EOC Briefing
Initial EOC Briefings are used to begin the Action Planning process and provide incoming EOC staff with situational awareness of the incident. Initial EOC briefing should be developed using an The Incident Briefing (ICS 201). The ICS 201contains basic information regarding the incident situation and the resources allocated. It also serves as an initial action worksheet.
Situations Reports
Situation Reports are brief descriptions of the emergency impacts, actions taken or in progress and, resources assigned. They are prepared for specific time periods or as required based on the incident. • Upon activation, the EOC Management and Planning staff will determine a schedule for issuing Situation Reports.
• Use the form contained in _______ for Situation Reports. Situation Reports will be prepared by the Situation Unit in the Planning Section, reviewed by the Planning and Operations Section Chiefs and approved by the EOC Director. Situation reports are posted in the EOC and transmitted via radio, the internet, RACES or FAX. The Documentation Unit will file all Situation Reports.
Documentation
Unit/activity logs are used to record significant events, communications and actions associated with an emergency for a given operational period (shift). Each EOC staff position is responsible for maintaining a unit/activity log (ICS 214).
All copies of reports, SEMS forms, and logs must be submitted to the Planning/Intelligence Section, Documentation Unit, prior to the close of each operational period (or prior to EOC deactivation if operations do not require multiple shifts).
Status Boards
Status Boards are erasable boards located around the EOC. The Status Boards provide decisionmakers and EOC staff with essential information such as road closures, shelter location information, river gauge levels etc., at a glance.
EOC Reporting Systems
The current systems used to communicate information during an EOC activation include telephone, email, text message, and Microsoft Teams.
EOC Deactivation
Once the critical aspects of an emergency or disaster have been secured, EOC operations may begin to scale down as conditions warrant. The purpose of this procedure is to outline the process to be followed whenever it is determined that the EOC can be deactivated. The EOC Director, with input from the Section Chiefs, may decide to deactivate the EOC.
Deactivation Triggers
Once the emergency response phase has been terminated and system operations are stabilized, the EOC Director may determine that the EOC can be deactivated. Triggers for determining deactivation may include:
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• The emergency response phase has been terminated and recovery operations are underway.
• No further town, OA, state, media or public information dissemination is needed.
Procedure for Deactivation
The EOC Director will:
• Establish the time period for deactivation
• Advise EOC staff of the actions to be taken, including time • Identify EOC staff to be on-call if stand down is implemented • Direct the liaison or other EOC staff to make notifications Deactivation Notifications
All internal and external individuals, groups and agencies that were notified of activation will be notified of stand down and/or deactivation. At a minimum, all department managers, elected officials, neighboring jurisdictions, responding agencies will be notified. The person making the notifications, documents the date, time, name and contact method for all persons/organizations notified. Notifications will include:
• Date and time of stand down period or deactivation
• A 24-hour contact number for further information
EOC Action Planning and Situation Reporting
This section provides a description of the action planning process used by the Town EOC operations.
Development of the Action Plan
The ICS emphasizes orderly and systematic planning. The Action Plan is the central tool for planning during a response to an emergency. The Action Plan is prepared by the Planning & Intelligence Section Chief with input from the appropriate sections and units of the EOC. It should be written at the outset and revised continually throughout the response.
Incidents vary in their type, complexity, size and requirements for detailed and written plans. An initial response for an incident that is readily controlled may not require a written Action Plan. However, larger, more complex incidents will require an Action Plan to coordinate activities. The level of detail required in an Action Plan will vary according to the complexity of the response. The Action Plan process ensures timely and coordinated development of situational awareness, objectives, tactics, planning, execution and assessment of, and for emergency response.
The following outlines the process required to develop an Action Plan. Following the steps below will allow effective development of an Action Plan, while minimizing the time required to do so.
General Responsibilities of the Planning & Intelligence Section The Planning & Intelligence Section Chief should review with the EOC Director and General Staff the following responsibilities associated with the development of the Action Plan prior to the planning meeting.
EOC Director
• Provide general incident objectives and strategy
• Provide direction or overall management and strategy
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• Approve the completed Action Plan by signature
Planning & Intelligence Section Chief
• Conduct the planning meeting and operation shift briefing • Coordinate preparation of the Action Plan
Operations Section Chief
• Determine resource requirements
• Determine tactics
• Determine work assignments for operations personnel
Logistics Section Chief
• Establish the procedure for resource ordering
• Ensure that the Logistics Section can support the Action Plan Finance Section Chief
• Provide cost implications of incident objectives as required • Ensure that the Action Plan remains within the financial limits established by the EOC Director
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The Planning Cycle
Action Plan development involves nine steps. Once the initial response is complete, an eightstep process is repeated for each operational period.
1. Initial Response
The planning cycle should begin immediately after the event. The initial response to the event, at the EOC level, will be to activate the EOC. Based on the initial assessment of the emergency, the EOC Director or Planning & Intelligence Section Chief will provide an Incident Briefing using an ICS Form 201. A template for conducting the Initial Meeting is provided in Figure 2.
The ICS Form 201 should include information on potential operational objectives, the current state of situational awareness, resources employed and deployed and significant actions.
Figure 2: Initial Meeting Template (one-time only)
Facilitator: EOC Director or Planning & Intelligence Section Chief Purpose: • Review and/or Update EOC Objectives and Action Plan • Establish Operational Periods
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• Identify Conditions, Action and Needs (CAN)
Attendees: Management and General Staff (Section Chiefs / Coordinators and above)
(Add members as required)
1. Bring meeting to order, conduct roll call and cover ground rules EOC Management, General Staff and others) (Plans) ❑
2. Discuss situation as obtained from field and other EOCs/DOCs (Plans) ❑
3. Review and/or Update Objectives and/or stock Action
Plan (Plans) ❑
4. CAN Reports (Conditions, Actions, Needs)
• Management (Director)
• Operations (Operations Chief/Coord)
• Logistics (Logistics Chief/Coord)
• Finance (Finance Chief/Coord)
• Planning & Intelligence (Planning & Intelligence Chief/Coord) ❑
5. Establish Operational Periods (Director) ❑
6. Review and/or establish timing of coordination meetings (e.g., Objectives Meeting, Strategy Meeting, Planning Meeting) ❑
7. Roundtable and Closing Comments (All) ❑
8. Adjourn (Plans) ❑
Outcome(s): Set the pace for the Action Planning process Next Step(s):
Prepare for the Objectives Meeting
Objectives Meeting time: ______________________________ 2. Set Incident Objectives/Objectives Meeting
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Before finalizing the Incident Objectives, the EOC Director will provide a draft copy to the Operations Section Chief. The Operations Section Chief should ensure that the Incident Objectives are understood and that they are realistic.
After discussion, the Incident Objectives are written on ICS Form 202 and delivered to the Operations Section Chief, Planning & Intelligence Section Chief, PIO and Liaison Officer to inform them of the strategy for the next shift. The Planning & Intelligence Section Chief then prepares for the Tactics Meeting.
Guidelines for the EOC Director on Setting Goals and Objectives Setting or reaffirming goals and objectives at the beginning of each shift is the duty of, and must be a top priority for, the EOC Director.
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Three important guidelines:
1. Goals and objectives must be clearly stated, understood and measurable so that the EOC Team may determine the extent to which goals and objectives are accomplished during the current operations shift.
2. Goals and objectives must be attainable given the people, equipment and supplies available during that operations shift.
3. Goals and objectives must be broad and flexible enough for the Operations Section Chief to achieve them the best way possible.
Figure 3 Objectives Meeting Template
Facilitator: Planning & Intelligence Section Chief
Purpose: • Assess previous objectives to determine carry-over items • Identify and prioritize EOC Objectives for the NEXT OPERATIONAL PERIOD
• Discuss and resolve limitations in supporting EOC Objectives Attendees:
Operations, Logistics, Finance, Planning & Intelligence, Safety Officer, EOC Coordinator
(Add members as required)
1. Bring meeting to order, conduct roll call and cover ground rules (EOC Management, General Staff and others) ❑
2. Discuss current situation and assess previous objectives to determine carry-over items ❑
3. Establish and prioritize EOC Objectives for the NEXT OPERATIONAL PERIOD
• Management (EOC Coordinator)
• Operations (Operations Chief/Coord)
• Logistics (Logistics Chief/Coord)
• Finance (Finance Chief/Coord)
• Planning & Intelligence (Planning & Intelligence Chief/Coord) ❑
4. Discuss needs for additional plans (e.g., Evacuation Plan, Traffic Plan, etc.) ❑
5. Roundtable and Closing Comments (All) ❑
6. Adjourn (Plans) ❑
Outcome(s): A set of EOC Objectives for the NEXT OPERATIONAL PERIOD Next Step(s):
EOC Director approves EOC Objectives
Section Meetings to Prepare for the Strategy Meeting
Strategy Meeting time: ___________________________________________
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ICS Form 201, Incident Briefing Form and/or ICS Form 209 Incident Status Summary Form, are reviewed by Section Chiefs with their staff and other appropriate EOC Team members. The EOC Director will update the initial objectives if warranted. Upon review, the Planning & Intelligence Section Chief will provide the necessary alternatives and strategies before the Strategy Meeting begins.
4. Strategy Meeting
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The Operations Section Chief, Safety Officer, Logistics Section Chief and Logistics Section Unit Leaders attend the Strategy Meeting. The Operations Section Chief leads the Strategy Meeting.
Resource availability and prioritization are reviewed. Resource assignments to support field elements will consist of the kind, type and number of resources available and required to achieve the objectives for the Operational Period. If the required resources will not be available, then an adjustment should be made to the strategy being planned. It is critical that, to the extent possible, resource availability and the availability of other required support be determined in advance of determining strategies for tactical operations.
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The ICS Forms 215, Operational Planning Worksheet and 215A, Incident Safety Analysis, are used to document the Tactics Meeting. These forms should be completed at least one hour prior to the Planning Meeting. Figure 4 provides a template for the Strategy Meeting.
Figure 4 Strategy Meeting Template
Facilitator: Operations Section Chief
Purpose: • Ensure the EOC Action Plan supports the EOC Objectives • Address and resolve coordination or support issues
• Identify resources to address limitations
• Finalize strategies and responsibilities for the NEXT OPERATIONAL PERIOD
Attendees:
Operations, Logistics, Logistics Units, Planning & Intelligence, Safety Officer, EOC Coordinator
(Add members as required)
1. Bring meeting to order, conduct roll call and cover ground rules (Planning & Intelligence)
❑
2. Review current and projected situation (Planning & Intelligence) ❑
3. Review Approved EOC Objectives (Planning & Intelligence) ❑
4. Review Draft Strategies
(consider resource needs and staffing levels)
• Management (EOC Coordinator)
• Operations (Operations Chief)
• Logistics (Logistics Chief)
❑
5. Identify logistical capabilities, limitations and support needs (e.g., Communications, IT, vendor issues, etc.) (Logistics) ❑
6. Identify, discuss, mitigate safety issues and requirements (Safety Officer) ❑
7. Roundtable and Closing Comments (All) ❑
8. Adjourn (Planning & Intelligence) ❑
Outcome(s): Completed EOC Strategies to support the EOC Objectives Next Step(s):
Prepare Draft EOC Action Plan for the Planning Meeting
Planning Meeting time: ___________________________________________
5. Section Meetings/Preparing for the Planning Meeting
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Following the Strategy Meeting, the Section Chiefs review the results with their staffs. Preparations are made for the Planning Meeting, including the following actions coordinated by the Planning & Intelligence Section:
• Review the ICS Form 215 developed in the Strategy Meeting • Review the ICS Form 215A, Incident Safety Analysis (prepared by the Safety Officer), based on the information in the ICS Form 215
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6. Planning Meeting
The Planning Meeting provides the opportunity for the Management and General Staff to review and validate the operational plan as proposed by the Operations Section Chief. Attendance is required for all Management and General Staff. Additional EOC personnel may attend at the request of the Planning & Intelligence Section Chief or the EOC Director. The Planning & Intelligence Section Chief conducts the Planning Meeting following the agenda template in Figure 5.
The Operations Section Chief delineates the amount and type of resources field units will need to accomplish the plan.
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At the conclusion of the meeting, the Planning & Intelligence Section Staff will indicate when all elements of the plan and support documents are required to be submitted so the plan can be collated, duplicated and made ready for the Operational Period Briefing.
Figure 5 Planning Meeting Template
Facilitator: Planning & Intelligence Section Chief
Purpose: • Review the Draft EOC Action Plan, adjust as needed • Discuss and resolve issues prior to approving EOC Action Plan • Obtain buy-in / support of EOC Action Plan from Management and General Staff
• Obtain EOC Director’s VERBAL APPROVAL of EOC Action Plan Attendees: Operations, Logistics, Finance, Planning & Intelligence, Safety Officer, EOC Coordinator
(Add members as required)
1. Bring meeting to order, conduct roll call and cover ground rules (EOC Management, General Staff and others) (Planning & Intelligence Chief)
2. Situation Update (Planning & Intelligence Chief) ❑
3. Review EOC Objectives and Strategy for the NEXT OPERATIONAL PERIOD ❑
4. Review all other parts of the Draft EOC Action Plan
• Management (EOC Coordinator)
• Operations (Operations Chief)
• Logistics (Logistics Chief)
• Finance (Finance Chief)
• Planning & Intelligence (Planning & Intelligence Chief) ❑
5. Obtain feedback and commitment from Management and General Staff to support the EOC Action Plan ❑
6. Obtain EOC Director’s VERBAL APPROVAL of the EOC Action Plan ❑
7. Roundtable and Closing Comments (All) ❑
8. Adjourn (Plans) ❑
Outcome(s): A review and verbal approval of the EOC Action Plan Next Step(s):
Finalize EOC Action Plan and obtain signed approval from EOC Director Prepare for the Action Plan Briefing with all EOC Staff Action Plan Briefing time: ________________________________________
7. Finalize EOP Action Plan
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The next step in the Action Plan Process is final plan preparation and approval. The written plan is comprised of a series of standard forms and supporting documents, developed during this process, that convey the EOC Director’s intent and the Operations Section’s direction in accomplishing the plan for that Operational Period.
For simple incidents of short duration, an Action Plan will be developed by the EOC Director and communicated to subordinates in a verbal briefing. The planning associated with this level of complexity does not demand the formal planning meeting process as highlighted above.
Certain conditions result in the need for the EOC Director to engage a more formal process. A written Action Plan should be considered under the following conditions:
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Two or more jurisdictions are involved in the response
The incident continues into the next Operational Period A number of ICS organizational elements are activated (e.g., when General Staff Sections are staffed) It is required to support recovery processes
An evacuation or community hazardous materials incident is involved, in which case, a written Action Plan is required
8. Action Plan Briefing
The Action Plan Briefing may also be referred to as the Shift Briefing. This briefing is conducted at the beginning of each Operational Period and presents the Action Plan to the next shift. Following the Action Plan Briefing, Section Chiefs will meet with their assigned staff for a detailed review of their respective assignments. Figure 6 provides a template for the Action Plan Briefing.
Figure 6 Action Plan Briefing Template
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Facilitator: Planning & Intelligence Section Chief
Purpose: • Distribute approved EOC Action Plan
• A “stand-up” briefing conducted at the end / beginning of each Operational Period to brief the EOC Action Plan to oncoming EOC Staff
Attendees: All EOC Staff - Distribute the approved EOC Action Plan to all EOC Staff before the briefing begins
1. Current Situation Review (Planning & Intelligence Chief or Sit Stat Lead) ❑
2. Weather Conditions (Planning & Intelligence Chief or Sit Stat Lead) ❑
3. Review Objectives from EOC Action Plan (Planning &
Intelligence)
❑
4. Brief out status & strategies
Management (Director)
Operations (Operations Chief)
Logistics (Logistics Chief)
Finance (Finance Chief)
Planning & Intelligence (Planning & Intelligence Chief) ❑
5. Provide Logistics Guidance (i.e., forms,
process) (Logistics) ❑
6. Provide Finance/Administration Guidance (i.e., forms, process)
(Finance)
❑
7. Provide other guidance as needed ❑
8. Provide Safety Guidance (Safety Officer) ❑
9. Closing Comments (Director) ❑
Outcome(s): A completed EOC Action Planning process
Next Step(s):
Execute & assess the plan
Prepare for the next Objectives Meeting
Objectives Meeting time: ________________________________________
9. Execute Plan and Assess Progress
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The Operations Section directs the implementation of the plan. The supervisory personnel within the Operations Section (e.g., Operations Section Chief, Branch Directors, Division or Group) are responsible for implementation of the plan for the specific Operational Period. The plan is evaluated at various stages in its development and implementation. The Operations Section Chief may make appropriate adjustments during the Operational Period to ensure that the objectives are effectively met. 357
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EOC Briefings
The purpose of briefings is to familiarize or update EOC staff on the current emergency situation.
Briefings provide an opportunity for the Section Chiefs, the Emergency Operations Center (EOC) Director and all EOC staff to exchange information on the incident, create and evaluate an Action Plan, and make any revisions deemed necessary to the response strategy and/or priorities. Regular briefings provide a forum away from the high level of activity in the EOC for ensuring that each of the five essential SEMS functions are coordinated (Management, Operations, Planning, Logistics and Finance) and that the EOC staff have the same information from which to base individual and collective actions and decisions.
Management and General Staff
The Management and General Staff conduct regular briefings to receive updated information, evaluate the effectiveness of the response strategy, identify and solve problems, and revise objectives, response strategy and priorities as necessary. These briefings do not replace the Action Planning Sessions, which are required for each operational period. The General Staff briefings should be conducted outside the activity of the EOC. Each Section Chief will appoint someone in the section to assume his/her role in the EOC for the duration of the briefing.
During the briefing, the EOC Director asks each Section Chief for a thorough, but concise status report.
Only information relevant to the entire EOC should be discussed in the group briefing. Function-specific issues and questions should be discussed one-on-one between the EOC Director and the involved Section Chief.
At the conclusion of each briefing, the time for the next General Staff briefing is set. Section Chiefs leave each General Staff briefing with a clear understanding of the objectives to be accomplished and the specific information to be collected before the next briefing.
Section Briefings
Following each Management and General Staff briefing, Section Chiefs provide their respective Section staff with a briefing. Overall situation status and response objectives, strategy and priorities should be reviewed. Each Section member must have a clear understanding of the activities they are expected to perform, including any coordination requirements with other EOC staff or external agencies.
Incoming Briefing
Upon arrival at the EOC, Section Chiefs are briefed by the EOC Director to obtain an overall perspective on the current situation. Section Chiefs provide a similar briefing to the personnel assigned to their respective Sections. Incoming briefings include:
• Current situation assessment
• Summary of the significant actions taken or in process • Initial incident objectives and priorities
• Any limitations on available communications or personnel/equipment resources • Any directives on specific actions to be taken
In addition to the above information, Section Chiefs review the following information with assigned staff:
• Responsibilities of the assigned function
• Any specific actions to be taken
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• Appropriate flow/sharing of information within and between Sections • Work shifts
• Eating and sleeping arrangements, if necessary
• Time of next briefing
Update Briefings
Throughout EOC activation, General Staff and individual Section briefings are conducted on a regular, predetermined basis, and whenever a major change in incident status has occurred. Update briefings should include a review of the following information:
• Current situation assessment
• Current and potential problems
• Actions being taken, including staff assigned
• Weather forecast, if applicable
• Time for next scheduled briefing
Shift Change Briefing
Shift change briefings are a component of the EOC Action Planning Process. At these briefings the current Action Plan is “handed off” and a briefing on assignments for the operational period which is about to begin, is presented. Facilitated by the Planning/Intelligence Section Chief, this briefing is approved by the EOC Director and attended by the General staff as appropriate. Shift change briefings should include the following:
• Current situation assessment
• Current and potential problems
• Review of the Action Plan
• Weather forecast, if applicable
• Time for next scheduled briefing
Deactivation Briefing
Immediately following deactivation of the EOC, the EOC Director, with all EOC staff, conducts a deactivation briefing. The purpose of this briefing is to advise all EOC staff of the specific contacts and/or referrals to be made for any incident-related questions or concerns that may arise.
Annex Maintenance
The Town of Paradise Town Manager’s office will coordinate with the various town departments on any updates and revisions of this Direction and Control Annex.
Those agencies and organizations listed as having anticipated roles and responsibilities under this annex shall inform the Town Manger or designee when they are aware that changes need to be made.
Annex B: Continuity of Operations and
Continuity of Government
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Introduction
This annex outlines basic elements of continuity, highlighting critical continuity of operations and continuity of government elements that first responders and documentation units must have available in a timely manner.
The Town must be prepared to conduct emergency response operations and continue performing essential functions even when disrupted during catastrophic events.
Key Definitions
Continuity of Operations (COOP) – involves Town departments, ensuring they continue to perform essential functions, provide essential services, and deliver core capabilities during a disruption to normal operations.
It is the responsibility of all town officials, elected and appointed, to ensure the survival and continuity of government operations. This includes the maintenance of essential services during emergencies, as well as timely recovery and restoration of government functions following a disaster.
Continuity of Government (COG) – involves preserving the statutory and constitutional authority of elected officials. Disasters can threaten the Town’s ability to execute its statutory authorities, perform essential functions, and deliver essential services.
Continuity of government is the Town’s coordinated effort across our elected leadership and departments to ensure that the Town continues to perform essential functions during, and after an emergency or threat.
COG activities included in this Annex are:
• Succession planning for key offices
• Communications across departments and with the public • Leadership and management operations
• Maintaining situational awareness
• Maintaining personnel accountability
Essential Functions
Due to the limited number of key personnel that may have duel and competing roles during disasters, the Town will seek mutual aid to the extent possible to support incident command roles to enable leaders to prioritize delivering essential functions during continuity events. This scenario is most likely when a disaster such as a major wildfire both requires the Town’s response and disrupts normal performance of essential functions.
The Town is responsible for essential functions, such as:
• Maintain continuity of government
• Provide visible leadership addressing the crisis and leading the response effort • Maintain and foster relationships with neighbors and partners to ensure mutual aid • Maintain law and order
The public can only be served if government is able to respond and support community needs during emergencies. The ten key components of continuity are covered in the following pages. 360
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• Provide emergency services
Essential Functions 1 and 2
Governments at all levels are responsible for providing continuous, effective leadership and authority across the four phases of continuity:
Figure 7. Phases of Continuity of Operations.
Sections 8635 through 8643 of the California Government Code require the Town to conduct the following measures to preserve local government succession planning, and dictate the succession of local officials and/or the Town Council:
1. Furnish a means by which the continued functioning of political subdivisions can be assured by providing for the preservation and continuation of local government in the event a State of Emergency or Local Emergency is declared.
2. Authorize political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety.
3. Under Article 15, the duties of a governing body during emergencies include ascertaining the damage to the jurisdiction and its personnel and property, reconstituting it and any subdivision, and performing functions in preserving law and order and furnishing local services.
4. Authorize governing bodies to designate and appoint three standby officers for each member of the governing body and three standby officers for the Chief Executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision other than that to which they are appointed. Standby officers take the same oath as regular officers and are designated number 1, 2, and 3.
5. Authorize standby officers to report ready for duty in the event of a State of Emergency, or Local Emergency at the place previously designated.
Readiness and
Preparedness
Activation and
Relocation
Continuity
Operations
Reconstitution
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6. Authorize local governing bodies to convene as soon as possible whenever a State of Emergency, or Local Emergency exists, and at a place not within the political subdivision.
Authorize that, should all members, including all standbys, be unavailable, temporary officers shall be appointed as follows:
a. By the Town Council and if they are unavailable; then b. By the Town Council of any other county with 150 miles of the political subdivision, beginning with the nearest and most populated county and going to the farthest and least populated; then
c. By the mayor of any city within 150 miles (nearest and most populated down to farthest and least populated).
Essential Function 3: Maintain and foster relationships with neighbors and partners to ensure mutual aid
Under California's concept of mutual aid, local officials remain in control of their jurisdiction's emergency operations while additional resources may be provided by others upon request. A key aspect of this control is to be able to communicate official requests, situation reports, and emergency information throughout any disaster a community might face.
Essential Functions 4 and 5: Maintain law and order and provide emergency services Town Manager Lines of Succession
Should the Town Manager be unavailable or unable to serve, the positions listed below, in order, shall act as the EOC lead.
Figure 8: Town Manager Lines of Succession
Department Heads
Article 15, Section 8637 of the Emergency Services Act authorizes political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety.
The alternates to key positions in units of the emergency organization are shown in appropriate staff, service, or division annexes of this operations plan.
The orders of succession list to key positions in the regular departments and agencies of the Town of Paradise government are shown in executive or administrative orders (or the equivalent) issued by department or agency authorities and in Table 2.
Town Manager
Public Works
Director/Town
Engineer
Recovery and
Economic
Director
Emergency
Operations
Coordinator
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DELEGATIONS OF AUTHORITY
It is vital to clearly establish delegations of authority, so that all organization personnel know who has the right to make key decisions during a continuity situation. Department Directors meet annually with their designated successors to issue/renew written delegations of authority that can take effect when normal channels of direction and control are disrupted and will lapse when those channels are reestablished.
CONTINUITY FACILITIES
Temporary Seat of Government
Section 23600 of the California Government Code
This code specifies that the Town Council shall designate alternative town seats which may be located outside town boundaries, (real property cannot be purchased for this purpose), a resolution designating the alternate town seats must be filed with the Secretary of State, and additional seats may be designated subsequent to the original site designations if circumstances warrant.
Table 2: Alternate Seats of Government
Primary Seat of Government Alternate Seat of
Government 1
Alternate Seat of
Government 2
Town Hall
5555 Skyway
Paradise, CA 95969
Building Resilience Center
6295 Skyway
Paradise, CA 95969
City of Chico Old Municipal
Building (tentatively)
Each town department is responsible for the development of a plan for the continuance of essential government functions during major emergencies. Each departmental plan becomes a supporting document for Town of Paradise’s Continuity of Operations (COOP) plan and should be reviewed regularly, tested periodically, and evaluated as to efficacy and appropriateness. Each department will designate alternate locations to conduct essential functions should their primary location(s) be unavailable. Similar to the seat of government, both local and out of area facilities should be designated in the event of an evacuation.
Continuity Communications
The Town of Paradise uses standard communications communication flow pathways and mechanisms in coordination with the Town’s potential ICPs, the EOC, CAL FIRE, the Butte County Sheriff’s Office, Butte County OEM, and Town personnel. Each department will ensure it has secure, reliable, and redundant communications systems at their alternate location(s).
Vital Records Management
Each department will ensure its continuity personnel have access to vital records during a continuity event through whatever means practicable carrying physical/electronic records, virtual access, physical access to alternate storage locations, etc.
Preservation of vital records of the Town of Paradise is critical to conducting emergency operations in the event of a disaster and to restoring the day-to-day operations of the town following a disaster. In addition, certain records contain information that document and protect 363
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the rights and interests of individuals and government. These latter records must also be protected and preserved.
In the Town of Paradise, the Town Clerk’s office is responsible for the preservation and protection of vital records for the town. Each department within the town will be responsible for the identification, maintenance and protection of its vital records.
Typically, vital records comprise of a small percentage of all the records of the town government and meet one or more of the following criteria:
Records necessary to conduct emergency operations may include the following categories:
• Utility system maps
• Locations of emergency supplies and equipment
• Emergency operations plans and procedures
• Lists of regular and auxiliary personnel
Records required to restore day-to-day town operations include the following categories:
• Constitutions and charters
• Statutes
• Ordinances
• Resolutions
• Court records
• Official proceedings
• Financial reports
Records necessary for the protection of rights and interests of individuals and government, which may include the following categories:
• Vital statistics and records by the Town Manager
• Land and tax records
• License registers
• Articles of incorporation
Currently, vital records for the Town of Paradise are routinely stored within a fireproof safe at Town Hall, located at 5555 Skyway in Paradise.
Preservation Methods
The first step in preserving essential town records is to identify the source, location, and department to which is designated as the official record holder for these records. Vital records typically appear on an approved records retention schedule for each town department.
Each department typically maintains the approved records retention schedules. The schedules should be among the first documents reviewed in restoring town operations following the occurrence of a disaster.
Current back-up and preservation methods for town records and vital information within the Town Manager’s Office include:
• All records are backed up on tape nightly and placed in a fire proof box and sent to an offsite facility on a monthly basis;
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• All records are backed up to disk (in-house) weekly and any changes are backed up to disk nightly; and
• All permanent records are copied on a CD and placed within a bank vault in Paradise Town Hall.
Additionally, each town department is responsible for managing the back-up and preservation of their vital and essential records.
Security Measures Used to Protect Essential Records
Essential town records may be protected at any point in the life cycle (e.g., from creation to final disposition). As the designated responsible position, the Town Clerk may assist departments in identifying and planning the appropriate methods of protecting such records.
The department will determine the appropriate method of managing and protecting essential records depending on the resources of department(s) and other factors unique to the department(s).
Acceptable methods of preserving essential records may include the following methodologies:
• Media whether to store materials as hard copy, microfiche, disk, CD etc. • Dispersal maintaining records in two different town facilities/departments. • Duplication essential records are duplicated on a scheduled basis and held for the purpose of reconstructing such records at any time, with the least amount of effort and cost. • On-site storage essential records are stored on-site in fire resistant containers, file cabinets, safes, vaults, and or fire rooms designed for preservation of vital records. • Off-site storage stored off-site in facilities specifically designed to preserve and make available such records when needed. These may be commercial sites.
Current Storage Facilities
If an emergency threatens the safety of the town’s essential records, they will be relocated to an alternate facility by the department that is responsible for the records.
As departments create records, documents considered essential town records will be identified and preserved by the methods indicated above. Records from other departments are backed-up and stored as determined by the Department Director.
Town Archives
The Town of Paradise has also established an archive for the preservation and permanent retention of documents and information of historic value. The archive is specifically designed to store vital town records, and contains records that may serve the following purposes:
• Protect the rights of individuals and government.
• Document the development of the town, its organization structure and decisions made by its governing body.
• Such records may, therefore, be used to restore town operations following disasters and documenting actions of the government body and from other information contained in the archives.
• The town archive includes but is not limited to storing the historical records for the town. 365
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Human Capital
During a continuity event, emergency employees and other special categories of employees will be activated by an organization to perform assigned response duties.
All employees must be prepared for a disaster and/or continuity event. Departments are encouraged to use the following guidance to prepare their staff:
• Complete FEMA’s Ready Responder Program.
• Develop a Family Communications Plan.
• Develop a family preparedness plan.
• How will I receive emergency alerts and warnings?
• What is my shelter plan?
• What is my evacuation route?
• What is my family/household communication plan?
• Do I need to update my emergency preparedness kit?
• Check with the Centers for Disease Control (CDC) and update emergency plans due to Coronavirus and pandemic influenza.
• Get masks (for everyone over 2 years old), disinfectants, and check my sheltering plan. • Complete the Emergency Financial First Aid Kit (EFFAK). • Understand school and workplace emergency plans.
• Remember to plan pets.
• Make plans for this with access or functional needs.
• Create a support network of co-workers and neighbors. • Practice.
TEST, TRAIN, & EXERCISE (TT&E) PROGRAM
Departments are responsible for annually conducting and documenting periodic tests, training, and exercises to prepare for all-hazards continuity emergencies and disasters. Real-world continuity events may be used in lieu of annual exercises to meet this requirement.
Devolution of Control and Direction
Similar to the devolution of the seat of government described in continuity of government in this annex, each department will develop a devolution option for continuity to address how they will conduct their essential functions during an increased threat situation or in the aftermath of a catastrophic emergency.
Each department will identify emergency relocation group (ERG) members who will deploy to the alternate location when a continuity is pending to ensure a seamless and uninterrupted continuation of essential functions. One the ERG is in place Town leadership will temporarily transfer direction and control to the ERG while leadership then relocates. The Town’s leadership will then assume direction and control at the alternate location once they relocate.
Reconstitution Operations
Should devolution be necessary, departments shall designate a reconstitution manager to lead the effort for surviving and/or replacement organization personnel resume normal operations from the original or replacement primary operating facility. Due to both the practical and symbolic importance of returning Town functions back to their primary locations, the Town will prioritize the reconstitution of 366
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surviving and/or replacement personnel to resume normal operations from the original or replacement primary operating facilities. The Town of Paradise’s leadership will reverse the devolution process.
ERG members will assume direction and control while the Town’s leadership reconstitutes at its original or new facilities. Once in place, they will assume direction and control from the ERG.
Annex Maintenance
The Town of Paradise Town Manager in collaboration with Town Administration will update, revise, and record any revisions of this Continuity of Operations/Continuity of Government Annex.
ANNEX C: Communications and Warning
Introduction
Essential to all emergency organizations is an effective communications capability to support emergency operations. The magnitude of a particular emergency situation will determine the degree to which communications systems are used. Communications systems are relied upon to be used for direction/coordination of emergency operations, alerting and warning government and the public, and provide advice and instructions to the public.
Purpose
This annex describes the processes for providing reliable and effective communications among organizations participating in an emergency operation and outlines communications procedures and facilities by which the emergency missions and functions of the operations plan will be carried out in an emergency. This includes utilization of a system to alert and inform the public at the onset and throughout a disaster of any highly probable and/or immediate danger.
Communications Systems
Expectations of Use
Generally, in a wide-spread disaster, communications used daily by most departments, particularly public safety departments, will be used as well for intra-jurisdictional communications. These departments will also be expected, at least initially, to operate from their day-to-day offices and headquarters. Departments requiring personnel augmentation to properly staff their facilities should request assistance through the Logistics Section/Personnel Unit at the Town EOC. Emergency procurements of communications-related equipment/supplies should also be handled through the Logistics Section/Procurement Unit of the EOC.
All communications personnel must familiarize themselves with protective measures and countermeasures to employ that minimize the risk of outages or failures caused by elements of a disaster or emergency.
The Town of Paradise Emergency Services has a radio system installed in the EOC that supports and coordinates communication between on and off scene personnel. Typically, communications is conducted via cell phone. The interoperable communication plan for the Town of Paradise is the Butte County Operational Area Tactical Interoperable Communications Plan (TICP).
Communications Systems Vulnerabilities
General
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circuits, satellite interfaces, underground and overhead cables, and secondary radio paths. The failure of any one link in this chain can effectively disable or severely limit a large portion of the system. 368
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Communications systems may be overloaded or even rendered inoperable in an emergency.
Telephone communications may be overloaded by calls within or into affected areas. The situation may be further complicated by physical damage to equipment, loss of electrical power and subsequent failure of some auxiliary sources. Loss of emergency power has been the primary cause of communications failure in past disasters. Poor installation practices and inadequate preventative maintenance of backup power sources can contribute to the high failure rate. Scarcity of primary fuels during an emergency or disaster situation for back-up systems (gasoline, natural gas, and diesel) may limit viability of surviving communications sites.
In situations arising from a radiological incident or detonation, high intensity, short duration electromagnetic pulse (EMP), may cause damage or malfunctions to unprotected electrical and electronic systems. EMP damage can occur instantaneously over very large areas. All communications equipment is susceptible to damage or destruction by EMP, including broadcast stations, radios, televisions, car radios, and battery-operated portable radios.
Warning
Warning is the process of alerting governmental forces and the general public to the threat of imminent extraordinary danger. Dependent upon the nature of the threat and the population group at risk, warning can originate at any level of government.
Local government is responsible for warning the populace of the jurisdiction. Government officials accomplish this using warning devices located within the community or mounted on official vehicles.
The warning devices are normally activated from a point staffed 24 hours a day.
There are various mechanical systems in place, described below, whereby an alert or warning may originate or be disseminated. Following the description of the systems is an explanation of the "Emergency Conditions and Warning Actions" depicted at the federal, state and local levels through which these systems may be accessed.
Town of Paradise Radio Frequencies
For a complete list of the Town of Paradise’s radio frequencies, please refer to the county-wide communications plan and Tactical Interoperable Communications Plan.
Federal Alert and Warning Systems
Emergency Alert System (EAS)
The Emergency Alert System (EAS) is a network of public broadcast stations and interconnecting facilities that have been authorized by the FCC to operate in a controlled manner during a state of public peril or disaster, or other large-scale emergency. The system’s main purpose is to provide the President and federal government officials the means by which to transmit emergency communications to the public. It may also be used for local, state and other national programming for public information on situations posing a threat to life and/or property.
National Warning System (NAWAS)
The National Warning System (NAWAS) is a nationwide wire-line communications 2-way voice system connecting subscribing emergency management organizations and designed primarily to warn of a nationwide attack. It may also be used for coordination and communications for major peacetime emergencies.
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State Alert and Warning Systems
California Warning System (CALWAS)
The California Warning System (CALWAS) is the state portion of NAWAS that extends to communications and dispatch centers throughout the state. CalEMA headquarters ties into the federal system through the Warning Center in Sacramento. Circuits then extend to county warning points. The California Highway Patrol headquarters in Sacramento is the state's alternate warning point. Both state and federal circuits are monitored 24 hours a day at the Warning Center, the alternate point and each of the local warning points. Counties not on this system will receive warning through other means (normally over the California Law Enforcement Telecommunications System [CLETS]).
California Emergency Services Radio System (CESRS)
The California Emergency Services Radio System (CESRS) serves as an emergency communications system for CalEMA and county emergency services organizations. The system assists in the dissemination of warning information and to support disaster and emergency operations. The system may be used on a day-to-day basis for administrative emergency services business. Statewide communications are provided through a number of microwave interconnected mountain top relays. It operates under appropriate FCC rules and regulations and is administered by CalEMA.
California Law Enforcement Telecommunications System (CLETS) The California Law Enforcement Telecommunications System (CLETS) is a high-speed message switching system which became operational in 1970. CLETS provides law enforcement and criminal justice agencies access to various data bases and the ability to transmit and receive point-to-point administrative messages to other agencies within California or via the National Law Enforcement Telecommunications System (NLETS) to other states and Canada. Broadcast messages can be transmitted intrastate to participating agencies in the Group Bulletin Network and to regions nationwide via NLETS. The state provides the computer hardware, switching center personnel, administrative personnel, and the circuitry to one point in each county. The local departments provide the circuitry and equipment which link them to their county termination point. A number of departments have message switching computer (MSC) systems and computer aided dispatch (CAD) systems which directly connect to CLETS. The CLETS terminal in the Town of Paradise is housed at the Paradise Police Department.
Emergency Digital Information System (EDIS)
The Emergency Digital Information System (EDIS) provides local departments and state agencies with a direct computer link to the news media and other agencies during emergencies. EDIS supplements existing emergency public information systems such as the Emergency Alert System. By combining existing data Input Networks with a digital radio Distribution System, EDIS gives authorized departments a direct data link to the news media and other agencies.
The main purpose of EDIS is to distribute official information to the public during emergencies.
However, a system that is not used day-to-day will not be used with confidence during an emergency.
Therefore, certain non-emergency uses of EDIS are permitted so long as they do not interfere with more urgent transmissions.
EDIS may be used to transmit information in the following categories, listed in priority order:
1. FLASH - Alerts and warning of immediate life-safety value to members of the public.
2. NEWS - Information of immediate benefit to the public. Releases in this category may include reports of unusual natural, social or technological events; notices of government activities requiring specific action by members of the public; road and traffic information and instructions for those affected by an emergency.
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3. INFO - Advisory messages for coordination between government and the news media. Topics might include: times and locations of news briefings, schedules for media tours of emergency scenes, "pool coverage" arrangements, airspace restrictions.
4. TEST - Transmissions to verify operation of equipment and for training of originating personnel.
Senders of EDIS messages should bear in mind that almost anyone can obtain the equipment to receive EDIS messages. Confidential or sensitive information should never be transmitted over EDIS.
Operational Area Satellite Information System (OASIS)
The Operational Area Satellite Information System (OASIS) project, funded under the Earthquake Hazards Reduction Act of 1986, was established to create the most robust communications system possible using leased transponder space from commercial satellite operators. The result is the establishment of a system which allows virtually un-interruptible communication between state, regional and operational area level EOCs.
OASIS is a system that consists of a communications satellite, multiple remote sites and two hubs. The satellite is in a stationary or geo-synchronous orbit above the earth's equator. A high frequency (HF) radio system and a satellite communications network were constructed to link all 58 counties with CalEMA and other state agencies for disaster communications as well as day-to-day traffic. The system, which uses technology similar to cellular telephones, has more than 800 phone lines statewide.
The equipment necessary for the remote sites includes a six-foot diameter dish antenna using Very Small Aperture Terminal (VSAT) technology. These sites were originally set up by CalEMA and are capable of conducting eight simultaneous voice conversations and one data channel at DSL speed.
The final components are the hubs. The hubs are large external dish antennas and a network control station which is managed by CalEMA personnel. The hubs provide access control for the system and can control all 58 Operational Areas and 15 transportables. CalEMA personnel will use the hubs to define the network, detect trouble and serve as an emergency alert network for other CalEMA personnel.
California Health Alert Network (CAHAN)
The California Health Alert Network (CAHAN) is the State of California’s web-based information and communications system available on a 24/7/365 basis for distribution of health alerts, dissemination of prevention guidelines, coordination of disease investigation efforts, preparedness planning, and other initiatives that strengthen state and local preparedness. CAHAN participants have the ability to receive alerts and notifications via alphanumeric pager, e-mail, fax, and phone (cellular and landline).
The Town of Paradise does not receive CAHAN alerts as they are not part of the program; however, they receive information from Butte County OEM and the Department of Public Health.
Local Alert and Warning Systems
Local Alerting and Warning System
Town public safety department (Police and Fire) have the primary responsibility in alerting and warning the public, with assistance from the Town Manager’s Office, as deemed necessary. Alerting and warning the public may be accomplished through the Emergency Alert System (EAS), special broadcasts, social networking mediums or simply driving up and down the streets using the public address system.
Examples of emergencies identified by the Town of Paradise which may warrant either immediate or delayed response under EAS by the broadcast industry are serious fires, heavy rains and flooding, widespread power failures, hazardous material accidents, transportation incidents, and potential severe 371
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weather. The context of any emergency broadcast transmitted on EAS should be of concern to a significant segment of the population of the Town of Paradise.
The Town Manager, while not the originator of the EAS material, is responsible for the content and authenticity of the information broadcast over the local EAS. Local broadcast stations have the right to edit or use any or all of an EAS broadcast. Any jurisdiction within the County may make separate programming arrangements with any broadcast station independent of the EAS.
Emergency Alert List
The Emergency Alert List is to be activated and implemented when an emergency or disaster affects the Town of Paradise and poses a major threat to life, property, and/or the environment. The list will only be activated when directed by the Town Manager, the Assistant Town Manager, or the Incident Commander when a disaster occurs or threatens to occur within town limits.
Once an activation is requested and properly authorized, the Town of Paradise EOC personnel will implement the Emergency Alert List. Notifications and alerts begin with the Town Manager. If they cannot be reached, his/her successor(s) will be contacted until someone is reached to assume the role.
The dispatcher will provide the Town Manager with a complete status of the incident or disaster, identifying damage sustained, current response actions, resource status, etc. Based on the information provided by the dispatcher, the Town Manager will determine what parts of the Emergency Alert List will be implemented, including what sections of the Town of Paradise EOC will be activated and what personnel will be requested to respond.
Additionally, the dispatchers will confirm whether or not the Town Manager will personally contact and inform the Town of Paradise Council of the situation affecting the town. The Town Manager may request that the dispatchers notify the Town Council.
Additionally, the Town of Paradise Emergency Management Organization must maintain and keep current the Emergency Alert List. The Town Manager must also ensure that the EOC, Town Administration, and the Butte County Office of Emergency Management (OEM) have current copies of the Emergency Alert List.
Law Enforcement Network
This network operates on several channels. Channels are used for the town wide dispatch and control of Law Enforcement service mobile units based on area. These channels will be used by the Law Enforcement Unit in the EOC to keep informed on developments. Main dispatch will remain with Town of Paradise Police Department and should the 9-1-1 system go offline, the notification duties get transferred to other agencies. The EOC will have radio contact to a dispatch operator.
The Town of Paradise Dispatch Center
The dispatch center provides a centralized, law enforcement program directly supporting the Police Department. Operational responsibilities incorporate a wide variety of public safety activities, and direct interaction with many local government agencies. Event coordination involves the use of complex phone, radio and computer aided dispatch systems.
Public Health and Social Services Network
This network is operated by the Butte County Department of Public Health which utilizes 800 Mhz to communicate with hospitals and clinics. The hospitals and clinics in the Town of Paradise rely on the use of landline phone, cellular phones and deployment of the Amateur Radio Emergency Services (ARES) network for shelter communications and are notified through the CAHAN system as well as other communication systems used by the town.
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City Watch
The City Watch System is managed by the Town of Paradise Police Department. The City Watch system is a PC based broadcast message delivery system capable of delivering automated telephone messages to a defined area in the event of an emergency. Town residents and non-residents have the ability to be notified in the event of an emergency through this system and can sign-up for notification on the town’s website.
The system was designed exclusively for Law Enforcement, Fire and Emergency Services to deliver phone messages to the community to advise them of an immediate threat to life and/or property.
Alert FM
Butte County partnered with PG&E and Alert FM to provide households located in a Public Safety Power Shutoff (PSPS) affected area with low or no cellular coverage an Alert FM device. These devices receive mass notifications when power, internet, and/or cellular networks fail.
Contact Information for Town of Paradise and Partner Agencies The Town of Paradise’s website and social media resources are used to disseminate information to the community and general public especially during emergency situations. The website also has a section that offers Emergency Services Information in the form of a Citizen’ Planning Guide for Emergency Preparedness and Evacuation Information. Partner agencies will also provide information to the community and general public during emergency situations.
Table 3: Partner Contact Information
Partners
Media Contact Information
Town of Paradise
Twitter @paradise_ca
@police_paradise
Facebook https://www.facebook.com/townofparadise/
Instagram https://www.instagram.com/makeitparadise/
YouTube https://www.youtube.com/channel/UCahySuEER2uUrqJ6G5ETXg/videos Website https://www.townofparadise.com/
Phone 1.530.872.5951
Staffed during major emergency events
Butte County
Twitter @CALFIRE_ButteCo
@ButteSheriff
@BCPubHealth
@CountyofButte
Facebook CAL FIRE Butte County
Butte County
Butte County Sheriff News
Butte County Public Health
Website http://www.buttecounty.net
Phone 1.530.538.7826
For extended fire emergencies in the County area, Town of Paradise, Cities of Biggs and Gridley
Chico City
Twitter @chicoFD
@ChicoPolice
@CHP_Chico
Facebook Chico Fire
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Oroville City Facebook Oroville Fire
Road Information
Website https://dot.ca.gov/
http://www.buttecounty.net/publicworks/Road-Conditions
https://www.chp.ca.gov/
Caltrans Information
Line
1.800.427.7623
For current highway conditions.
PG&E Phone 1.800.743.5000
Report power outages and downed powerlines.
CALFIRE
Twitter @CAL_FIRE
Facebook CAL FIRE
Website https://www.fire.ca.gov/
Weather Website http://www.weather.gov
Local Radio and Television Stations
The Town and neighboring jurisdictions have dedicated radio and television station channels to inform the community of potential incidents. Those channels are as follows:
Table 4: Local Radio and Television Stations
Media Contact Information
Primary Radio Paradise 1500 AM
Secondary Radio KPAY 1290 AM
Primary TV KNVN Channel 24 (NBC)
Secondary TV KHSL Channel 12 (CBS)
Other TV KCVU Channel 20 (FOX)/KRCR Channel 7
North State Public Radio 91.7FM/92.3 (Oroville)
Berry Creek Community radio: 1250AM
Yankee Hill Community radio 1630AM
Magalia Community radio: 1460AM
Other warning systems utilized by the Town of Paradise include WebAlert, mobile emergency vehicle sirens and loudspeakers, helicopters using PA systems, door-to-door notification by neighborhood groups and associations, and law enforcement volunteers, explorers and reserve deputies/officers.
The Town PIO also monitors the Butte County Public Safety System website, www.thenet411.net, for wildland fire activity which is managed by the Butte County Fire Safe Council.
Communications Management
Based on the information gathered from the communication procedures and alert and warning systems, a common operational picture (COP) will be developed to provide an overview of the incident with the main goal of maintaining situational awareness across all levels of incident management in the Town and across jurisdictions.
In the event that there is a breakdown or a shortfall in communication channels, the Town of Paradise Emergency Management Organization has access to a radio cache that can be requested through the mutual aid system that are programmed with federal interoperability frequencies. 374
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ANNEX D: RECOVERY & MITIGATION
Recovery
Transition to Recovery
While the immediate lifesaving activities are occurring, the Town Manger or designee is simultaneously assessing how soon the response phase can transition to recovery. Recovery is a continuum (Figure 9) of interdependent and often concurrent activities that progressively advance a community toward its planned recovery outcomes. Critical response phase operations will gradually shift to assisting individuals, households, businesses, and governments in meeting basic needs and returning to selfsufficiency.
Figure 9. Recovery Continuum.
The recovery phase of an emergency or disaster is often defined as restoring a community to its predisaster condition.
Recovery extends beyond simply repairing damaged structures and includes the continuation or restoration of services critical to supporting the physical, emotional, and financial well-being of impacted community members. Recovery includes the restoration and strengthening of key systems and resource assets that are critical to the economic stability, vitality, and long-term sustainability of the communities themselves.
Per the National Disaster Recovery Framework (NDRF), the eight guiding principles of recover are:
• Individual and Family Empowerment
• Leadership and Local Primacy
• Pre-Disaster Recovery Planning
• Engaged Partnerships and Inclusiveness
• Unity of Effort
• Timeliness and Flexibility
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• Resilience and Sustainability
• Psychological and Emotional Recovery
Individual and Family Empowerment
The Town of Paradise provides access to the continuum of community support all individuals, including owners and their animals, to address both physical losses, and psychological and emotional trauma. All local activities will be carried out in accordance with Federal nondiscrimination laws. It is the Town’s policy that no service will be denied on the basis of race, religion, national origin, age, sex, marital status, veteran status, sexual orientation or the presence of any sensory, mental or physical disability.
The Town of Paradise and various special districts within the Town boundaries will be involved in recovery operations. In the aftermath of a disaster, many residents, businesses, and even government itself will have specific needs that must be met before they can return to their pre-disaster lives. There will be a need for services such as:
• Assessment of the extent and severity of damages to homes, businesses, and infrastructure.
• Restoration of services generally available in communities – water, power, transportation, food, and medical assistance.
• Repair of damaged homes, businesses, and infrastructure. • Professional counseling when the sudden changes resulting from the emergency have resulted in mental anguish and inability to cope.
The Town can help individuals, families, businesses, and community organizations recover by ensuring that these services are available and by seeking additional resources if the community needs them.
Tasks for Public Information and Warning
• Develop communications strategy to ensure stakeholders have a clear understanding of the available assistance and their own roles and responsibilities throughout the recovery process.
• Manage expectations through clarity, accuracy, and transparency. • Ensure information is in accessible formats for the whole community, including individuals with disabilities and others with access and functional needs, and owners and their animals (including household pets and service and assistance animals). • Provide achievable, tangible recovery goals to local and other audiences; follow up with progress reports, as appropriate.
Tasks for Housing
• Assess preliminary housing impacts and pre- and post-disaster needs, identify available options for temporary housing, and support the local development of the plan for permanent housing.
• Address affordable, accessible, and workforce housing needs in community planning efforts. • Address interim housing needs, assess options for permanent housing, and define an achievable timeline for achieving a resilient, accessible, and sustainable housing market in community recovery plans.
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• Meet the resilient and sustainable permanent housing needs of the community, including the need for accessible housing and housing options for owners and their household pets within a specified timeframe.
Leadership and Local Primacy
The Town of Paradise has responsibility for planning and conducting recovery efforts while other local partners, Butte County, the State of California, and the Federal government support and/or facilitate recovery efforts. The Town will appoint a Local Disaster Recovery Manager to coordinate recovery activities.
If the Town of Paradise requires state or Federal assistance, a local proclamation of an emergency may be required as a prerequisite to obtaining the assistance. This annex provides an overview of state and Federal assistance programs, including proclamation/declaration requirements. Per the State of California, a local emergency proclamation can only be issued by a governing body (city, county, or city and county) or an official designated by local ordinance. The proclamation should be issued within 10 days of the incident and ratified by the governing body within 7 days. Renewal of the resolution should occur every 60 days until terminated.
Local Roles and Responsibilities
The Town has specific responsibilities in recovering from a disaster. The list below summarizes some of the key functional responsibilities:
• Political process management; interdepartmental coordination; policy development; decision making; coordination with community and non-profit organizations; establish a long-term recovery committee (if needed); and public information. • Conduct Initial Damage Estimate; compile and update damage information; and assist state and Federal agencies in conducting formal Preliminary Damage Assessment, as needed. • Activation of the Safety Assessment Program (if needed); land use and zoning variance; permits and controls for new development; revision of building regulations and codes; code enforcement; and plan review.
• Debris removal; demolition; construction; management of and liaison with construction contractors; and restoration of utility services.
• Housing programs; assistance programs for those with functional needs; and low income and special housing needs.
• Public finance; budgeting; contracting; accounting and claims processing; taxation; and insurance settlements.
• Redevelopment of existing areas; planning of new redevelopment projects; and financing new projects.
• Applications for disaster financial assistance; liaison with assistance providers; onsite recovery support; and disaster financial assistance project management. • Advise on emergency authorities, actions and associated liabilities; preparation of legal opinions; identification of statutes in need of temporary modification; and review and assist in preparation of new ordinances and resolutions.
• Implementation of the COOP (if needed); government operations and communications; space acquisition; supplies and equipment; vehicles; personnel; and related support. 377
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Recovery Operations Departmental Assignments
The Town has specific responsibilities in recovering from a disaster. The following table summarizes the functional responsibilities assigned to the Town departments and/or key personnel.
Table 5: Recovery Responsibilities.
Function Departments
Political process management; interdepartmental
coordination; policy development; decision making;
coordination with community and non-profit
organizations; establish a long-term recovery
committee (if needed); and public information.
Town Manager’s Office
Conduct Initial Damage Estimate; compile and update
damage information; and assist state and Federal
agencies in conducting formal Preliminary Damage
Assessment, as needed.
Town Manager’s Office,
Finance Department
Activation of the Safety Assessment Program (if
needed); land use and zoning variance; permits and
controls for new development; revision of building
regulations and codes; code enforcement; and plan
review.
Development Services,
Personnel
Debris removal; demolition; construction; management
of and liaison with construction contractors; and
restoration of utility services.
Development Services,
Paradise Irrigation, PG&E
and other special districts.
Housing programs; assistance programs for those with
functional needs; and low income and special housing
needs.
Development Services
Public finance; budgeting; contracting; accounting and
claims processing; taxation; and insurance
settlements.
Finance Department
Redevelopment of existing areas; planning of new
redevelopment projects; and financing new projects. Development Services Applications for disaster financial assistance; liaison with assistance providers; onsite recovery support; and disaster financial assistance project management.
Town Manager, Finance
Department
Advise on emergency authorities, actions and
associated liabilities; preparation of legal opinions;
identification of statutes in need of temporary
modification; and review and assist in preparation of
new ordinances and resolutions.
Town Manager’s Office,
Town Attorney
Implementation of the COOP (if needed); government
operations and communications; space acquisition;
supplies and equipment; vehicles; personnel; and
related support.
Town Manager’s Office
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Tasks for Governmental Recovery
• Continue the performance of governmental functions (“Continuity of Government”). • Protect, restore, or replace essential Town facilities, equipment, records, processes, etc. (“Continuity of Operations”).
• Manage donations of goods, services, and funds to assist with recovery. • Coordinate voluntary agencies and requests for volunteer assistance to assist with recovery.
• Establish a “long term recovery committee” to aid in building community consensus by engaging stakeholders, special interests groups, and the public in decision-making processes.
• Update community plans, including the Emergency Plan and Redevelopment Plan, based on lessons learned from the disaster.
• Upgrade communication systems.
• Communicate recovery activities to the public.
• Address community questions about health consequences of the event.
Pre-disaster Recovery Planning
Recovery needs to be integrated with response and mitigation efforts. Figure 10 depicts the correlation between recover and mitigation planning with respect to the six steps of emergency preparedness planning. As of the writing of this document, the Town of Paradise is executing its Long-Term Community Recovery Plan following the 2018 Camp Fire. The includes mitigation considerations.
Figure 10. Relationship Between FEMA’s Recovery and the Mitigation Planning Handbook. 379
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Tasks for Recovery Planning
• Convene the core of an inclusive whole community planning team, identified pre-disaster, which will oversee disaster recovery planning process and activities to reduce recovery risk and increase resilience.
• Develop a unified approach to making investments in resilient infrastructure to enable communities to withstand the effects of a disaster, respond effectively, recover quickly, adapt to changing conditions, and manage future disaster risk. • Complete an initial recovery planning process that provides an overall strategy for recovery, including operational and tactical level approaches.
• Address all Recovery core capabilities and integrate socioeconomic, demographic, accessibility, and risk assessment considerations in recovery planning processes and strategies.
• Identify achievable, tangible community-based recovery actions and activities that support the community’s identified recovery goals.
• Coordinate planning efforts across jurisdictional boundaries.
Documentation
Documentation is essential to recovering expenditures related to emergency response and recovery operations. For the Town, documentation must begin at the field response level and continue throughout the operation of the Emergency Operations Center as the disaster unfolds.
As such, the Town of Paradise should incorporate disaster documentation into their current accounting system. To obtain maximum reimbursement for disaster-related expenditures, it is critical that the Town:
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• Implement the disaster documentation system during a disaster. • Ensure disaster-related expenditures are easily distinguished from on-going activities. • Maintain accurate accounting records for disaster-related expenditures including:
• Force account labor (timesheets) and equipment
• Invoices for rented equipment, materials and purchases • Photographs of damage and repair
• Insurance information
• Environmental and historical preservation issues
• Records of donated goods and services
• Keep these records for a minimum of three years after the last action on a state or federally funded disaster project (Cal OES will notify the Town when the three year-time frame begins).
Rebuilding and restoration efforts require decisions on a number of critical activities that have long-term social, economic and physical recovery implications. Specific recovery considerations will be disaster specific and will be identified through the post-disaster damage assessment process. Recovery considerations will begin to be identified through the advance planning process undertaken during the response phase. During development of advance plans that address the transition to recovery, Planning Section staff should consider the applicability of the activities and issues listed below to the specific disaster scenario.
Engaged Partners and Inclusiveness
As it did in developing the Long-Term Community Recovery Plan (LTCRP) following the 2018 Camp Fire, the Town of Paradise engages with whole community partners in its recovery efforts, including Federal, state, local, utility, private sector, non-profit, faith based, volunteer, education, and private citizen partners. The LTCRP provides a model for future recovery efforts and can be found at https://issuu.com/makeitparadise/docs/2350rptbook_final190624?fr=xKAE9_zU1NQ.
Tasks for Infrastructure Systems
• Facilitate the restoration of and sustain essential services (public and private) to maintain community functionality.
• Coordinate planning for infrastructure redevelopment at the regional, system-wide level. • Develop a plan with a specified timeline for developing, redeveloping, and enhancing community infrastructures to contribute to resilience, accessibility, and sustainability. • Provide systems that meet the community needs while minimizing service disruption during restoration within the specified timeline in the recovery plan.
Tasks for Economic Recovery
• Share, aggregate, and integrate economic impact data to assess economic issues and identify potential inhibitors to fostering stabilization of the affected communities. • Implement economic recovery strategies that integrate the capabilities of the private sector, enable strong information sharing, and facilitate robust problem solving among economic recovery stakeholders.
• Ensure the community recovery and mitigation plan(s) incorporate economic recovery and remove inhibitors to post-incident economic resilience, while maintaining the rights of all individuals.
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• Establish a documentation system to collect and store disaster-related cost information to ensure maximum state and Federal reimbursement.
• File insurance claims, as appropriate.
• Identify economic impact of the disaster on the community, such as impacts on the tax base and employment.
• Review the Town budget to identify potential sources of available working capital. • Facilitate business recovery by reestablishing commercial services and promoting businesses in damaged areas.
• Secure disaster business loans, disaster recovery assistance grants and hazard mitigation project funding.
Unity of Effort
Again, as with 2018 Camp Fire LTCRP, the Town of Paradise led the recovery effort with the coordinated support of whole community partners to include Federal, state, local, utility, private sector, non-profit, faith based, volunteer, education, and private citizen partners. A unity of effort respects the authority and expertise of each participating organization while coordinating support of common recovery priorities and objectives built upon consensus and a transparent and inclusive planning process.
Tasks for Operational Coordination
• Lead, coordinate, and drive the recovery process.
• Coordinate and leverage Recovery core capability resources. • Integrate the interests of the whole community into ongoing recovery efforts and future initiatives.
• Ensure cross-mission and cross-capability integration through information sharing and coordination.
• Establish mechanisms to more effectively engage whole community partners. • Improve future operational coordination through continual process improvements.
Timeliness and Flexibility
As seen in Figure 9, short-term recovery begins during the disaster response itself and the National Disaster Recovery Framework is always applicable. While the immediate lifesaving activities are occurring, the Town Manger or designee assesses how soon to initiate recovery actions during response operations in order to determine how soon the response phase can transition to recovery.
Time is of the essence. Both FEMA and the State of California have time limitations on requests for recovery assistance.
Per Title 19 of the California Code of Regulations, Chapter 6, “…a city, county, or city and county must proclaim a local emergency within 10 days of the actual occurrence of a disaster and the proclamation must be acceptable to the Director, or the Governor must make a State of Emergency Proclamation.” The proclamation should be ratified by the governing body within 7 days. Renewal of the resolution should occur every 60 days until terminated. The local agency must then submit a Project Application to Cal OES within 60 days after the date of the proclamation.
The steps in the California Disaster Assistance Act (CDAA) are show in Figure 10 while FEMA’s public assistance request process is in Figure 11. The processes are similar and run in parallel and the Town does not actually have to manage two processes. The first step for Town of Paradise to receive state 382
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and Federal aid is simply to work through the Butte County of Emergency Management to request assistance. Cal OES staff will coordinate their recovery efforts with FEMA’s in the event the State of California requests Federal assistance. Again, time is of the essence and the Town should favor requesting assistance early so as not to miss windows of opportunity.
Figure 10. California Disaster Assistance Act (CDAA) Process. 383
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Figure 11. FEMA Public Assistance Process.
Damage Assessment
• When requesting state or Federal disaster assistance, the Town of Paradise must provide information to support the request. Figure 10 describes the mechanisms required to document damages and determine needed assistance in the impacted area. FEMA’s Preliminary Damage Assistance (PDA) process and its linkage to the Federal disaster declaration process is in Figure 11 and additional resources may be found at:
• FEMA Preliminary Damage Assistance Guide:
https://www.fema.gov/sites/default/files/documents/fema_2021-pda-guide.pdf • FEMA PDA Pocket Guide: https://www.fema.gov/sites/default/files/documents/fema_2021- pda-pocket-guide.pdf
Two types of damage assessments include:
Initial Damage Estimate (IDE): This assessment begins immediately after the incident occurs and helps to determine life safety issues, identify the hardest hit areas and to estimate the damaged infrastructure. The initial damage assessment determines whether more detailed damage assessments are necessary and identifies those areas where further efforts should be concentrated.
Preliminary Damage Assessment (PDA): This assessment is done to verify the initial damage assessment (especially for state/federal assistance) and gather additional information on areas or functions that are going to require additional resources so recovery can be prioritized.
7.4.1 Windshield Surveys
Following a disaster, on-duty fire, police, and public works field units perform windshield surveys. The survey is done quickly, without exiting the vehicle and includes a brief observation of the structure or 384
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area for obvious damages. The Red Cross also may conduct windshield surveys, if requested.
Windshield surveys may also be used to develop the IDE discussed in the previous section.
7.4.2 Safety Assessment
As soon as possible following the emergency event, a Rapid Safety Assessment is conducted on occupied buildings and pre-designated essential facilities (e.g., occupied structures, access roads, bridges, utilities etc.). The assessment involves an immediate visual inspection by Safety Assessment Teams (SATs) assigned by the EOC Safety Assessment staff to identify unsafe structures/area and obvious hazards. Unsafe structures are evacuated immediately, hazardous conditions are secured and occupied buildings are posted as Unsafe, Restricted Use or Inspected, as indicated. The inspection and assessment process will be performed in accordance with the Applied Technology Council (ATC-20-2) Procedures for Post Earthquake Safety Evacuation of Buildings. Mutual aid for the conduct of these assessments can be obtained through the Safety Assessment Program, overseen by Cal EMA.
7.4.3 Detailed Inspection
Based on findings from the SATs, detailed inspections are performed on damaged facilities by personnel assigned by the EOC Safety Assessment staff. This inspection includes a more thorough examination to document damages, identify repair, bracing and shoring requirements, evaluate the initial posting of occupied structures and identify facilities that require an engineering assessment. The condition of occupied structures may be upgraded or downgraded based on the results of the inspection.
7.4.4 Engineering Assessment
Licensed engineers conduct detailed assessments on damaged structures and facilities to prepare plans for repairs, reconstruction and engineering cost estimates. Depending on the type of facility and the nature of the damage, civil, structural, mechanical, and other specialty engineering services may be contracted, or requested through the Butte OA EOC.
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Table 7 Damage Assessment Chronology of Activities
Time Frame Purpose Method/Teams
Windshield Survey
0-12 hours post-event Locate and identify casualties
and hazards to aid the direction
of response efforts.
Windshield Survey Form
Police, Fire and Public Works field
units, and American Red Cross
(ARC)
Safety Assessment
0-24 hours post-event Identify life safety problems,
obvious structural or utility
damage. Includes assessment of
roads, bridges, tunnels, and
access areas. Buildings are
posted “Unsafe” (Red),
“Restricted Use” (Yellow), or
“Inspected” (Green). The
assessment is also used to
identify requirements for
barricades.
ATC-20-2 Rapid Evaluation Safety
Assessment Form
Safety Assessment Teams
assigned by the EOC Safety
Assessment staff
Detailed Damage Assessment
24 hours to 1 week post-event Identify and document damage and initial cost estimates. Inspect
structures, bridges, tunnels,
water lines, fire alarm systems,
sewer lines, street lights, and
roadways. The assessment is
also used to prepare for
emergency repairs, bracing and
shoring.
ATC-20-2 Detailed Evaluation
Safety Assessment Form
ATC-20-2 Fixed Equipment
Checklist
Safety Assessment Teams
assigned by the EOC Safety
Assessment staff
Engineering Assessment
1 week to 2 months post-event A quantitative engineering evaluation of damage. This
assessment is used to prepare
plans for permanent repairs and
to prepare engineering cost
estimates.
Engineers and architects
Consulting structural, mechanical
and geotechnical engineers
Town Responsibilities to Access Assistance
If a request for assistance is necessary, the Town should include the following information in the request:
• A copy of the local proclamation (if required)
• IDE
• Written request/resolution by the Town Council (or the Town Manager if the council cannot be convened)
• Type of disaster and areas of the Town affected
• Date of occurrence and whether situation is continuing 386
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• Type of assistance needed
Submit the request to the Butte County OEM. The County will then forward the request to the California Emergency Management Agency (Cal OES). The Town should submit its request separately only if the county does not intend to submit the same request. Assistance programs have deadlines for application which must be strictly adhered to; technical assistance is available from Cal OES in identifying those deadlines.
When a request for assistance is submitted, Cal OES will:
• Review the request for completeness.
• Request additional information if necessary.
• Determine the need to conduct damage assessments.
• Make a determination regarding the level of appropriate disaster assistance for the request.
Applicant Briefings
If there is a state or Federal declaration including the provision of public or individual assistance the Cal OES Public Assistance Division will schedule and hold Public Agency Applicant Briefings. Affected public agencies will be notified by letter, e-mail, Cal OES website, Cal OES regional offices, or by telephone of the date, location, and time of the briefing. The Town and any local special districts that have experienced damages or may have eligible response costs should participate in the Applicant Briefing.
At the Applicant Briefing available Public Assistance (assistance to public agencies) and Individual Assistance (assistance for households and businesses) will be described. Applications for Federal and state Public Assistance will be available and accepted during these briefings. Detailed instructions on Public Assistance applicant eligibility, project eligibility, eligible costs, program criteria, documentation requirements and important deadlines for work completion will also be explained. Public Assistance applicants are assigned a primary point of contact that will process the application, monitor work progress, and provide technical assistance for the duration of the application.
Public Assistance Project Approval Process
The Cal OES Recovery Branch encourages applicant agencies to participate fully in the decisionmaking process of the approved scope of work and cost estimation for each project. The Town and other eligible applicants are notified by mail when FEMA or the state has approved the project for funding. This notification includes instructions to request payment of the funds. Additional information regarding both Federal and state public assistance programs on the Recovery section of the Cal OES website and technical assistance is available through the Cal OES Recovery Branch or the Regional Office.
Upon a Presidential declaration, local governments that have incurred significant emergency response costs may request the expedited processing of state and Federal funding. Qualifying costs may include:
• Emergency costs (e.g., police and fire overtime salaries) • Debris removal necessary to protect life and property • Temporary shelter operating costs
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Public Assistance Through Cal OES
Public agencies include state agencies and departments, cities, counties, Town and county, school districts, community college districts, special districts and certain private non-profit agencies. The following table describes implementation criteria for the five main public assistance disaster programs administered by Cal OES: Director’s Concurrence, Governor’s Proclamation of a State of Emergency, Fire Management Assistance Program (FMAG), Presidential Declaration of an Emergency, and Presidential Declaration of a Major Disaster.
Table 8: Select Public Assistance and Individual Assistance Through Cal OES Type of Assistance Program Name and Authority Cost Share Requirements Implemental Criteria
Funding to restore
damaged public
infrastructure (e.g.
roads, buildings,
utilities)
State Public Assistance
CDAA – Director’s Concurrent
with local emergency
75% State
25% Local
Local agency must proclaim an emergency and request a
“Director’s Concurrent” within 10 days of an event. A
Governor’s proclamation of a state of emergency is not
required for the Cal OES Director to provide CDAA
funding to repair damaged public facilities.
Reimbursement of
local emergency
response costs, debris
removal, and funding
to restore damaged
public infrastructure.
State Public Assistance
CDAA – Governor’s
Proclamation of a State of
Emergency
75% State
25% Local
Local agency must proclaim and emergency and request
the Governor to proclaim a state of emergency within 10 days of an event. The request should include dates of
the event, an IDE, areas affected, and appropriate type of assistance needed.
Reimbursement for fire
suppression costs
FMAG
Stafford Act
75% Federal
25% Local
Responsible fire agency must request FMAG assistance
while the fire is still burning out of control. Neither local nor state emergency proclamation are necessary for the
implementation of this program.
Reimbursement of
local emergency
response and debris
removal costs
Federal and State Public
Assistance
75% Federal
18.75% State
6.25% Local
Local agency must proclaim an emergency and request
the Governor to proclaim a state of emergency within 10 days of an event. The Governor has 5 days to request
Federal assistance. Local government should provide
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Stafford Act and CDAA –
Presidential Declaration of an
Emergency
detailed information including date of the event, an IDE, areas affected, appropriate type of assistance needed.
Funding to restore
public infrastructure*
and reimbursement of
emergency response
and debris removal
costs
Federal and State Public
Assistance
Stafford Act and CDAA –
Presidential Declaration of a
Major Disaster
75% Federal
18.75% State
6.25% Local
Local agency must proclaim an emergency and request
the Governor to proclaim a state of emergency within 10 days of an event. The Governor has 30 days to request
Federal assistance. Local government should provide
detailed information including dates of the event, an
IDE, areas affected, and appropriate type of assistance needed.
*Funding beyond what is necessary to restore a facility may also be approved for hazard mitigation measure to
ensure that future similar damage will not occur. These mitigation projects include cost-effective improvements to the current design and capacity of the existing facility.
Public Assistance Through Other Agencies
The following table describes the implementation criteria for select disaster assistance programs available to public entities through Federal agencies other than FEMA. Through CDAA, the state may also cost share with these Federal programs.
Table 9: Select Public Assistance Programs
Type of Assistance Program Name/Lead Federal
Agency and Authority
Cost Share
Requirements Implemental Criteria
Watershed restoration Emergency Watershed
Program / NRCS Division of the
U.S. Department of Agriculture
75% NRCS
18.75% State
6.25% Local
Eligible activities include providing financial and
technical assistance to remove debris from streams,
protect destabilized streambanks, establish cover on
critically eroding lands, repair conservation practices, and the purchase of flood plain easements. This
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Section 216, P.L. 81-516 and
Section 403-405, P.L. 95-334
program does not require a Presidential declaration
before it is implemented. However, in order for the
sponsoring agency to be eligible for state cost share,
the Governor must have proclaimed a state of
emergency for the event.
Emergency flood and
post-flood activities
USACE Emergency Operations
/ USACE
Flood Control and Coastal
Emergencies Act (P.L. 84-99)
100% USACE The USACE may provide manpower, supplies, and equipment for flood-fighting, debris clearance and
temporary levee repairs during the emergency period
and up to a maximum of 10 days thereafter. This
program does not require a Presidential disaster
declaration before it is implemented.
Restoration of publicly
sponsored flood
control structures
USACE Rehabilitation
Program/ USACE
Flood Control and Coastal
Emergencies Act (P.L. 84-99)
100% USACE The USACE Rehabilitation program provides assistance for permanent repairs to Federal system levees.
Although USACE covers the repair costs, the local
sponsoring agency may be required to purchase
additional soil and must sign “Hold Harmless”
agreements and other applicable assurance before
work can begin. This program does not require a
Presidential disaster declaration before it is
implemented.
Emergency repairs to
Federal roads and
highways
FHWA Emergency Relief (ER)
Program/FHWA
Title 23, U.S.C., Section 125
80%-100% FHWA if
performed within 180
days of an event
This program may be implemented upon a Presidential
Declaration or by special request from the Governor
when a state of emergency has been proclaimed. The
FHWA ER program is administered through Caltrans.
Permanent restoration
of damaged local
highways
FHWA ER Program/FHWA
Title 23, U.S.C., Section 125
88.53% FHWA
8.6% State
2.87% Local
FHWA funds 88.53% of repairs upon a Presidential
Declaration or by special request from the Governor
when a state of emergency has been proclaimed. The
FHWA program is administered through Caltrans in
close coordination with Cal OES
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Permanent restoration
of damaged Federal aid
highways
FHWA ER Program/FHWA
Title 23, U.S.C., Section 125
100% FHWA The FAST Act amendment applies to projects to repair or reconstruct facilities damaged as a result of a
qualifying natural disaster or catastrophic failure.
Long-term economicredevelopmentHUD Disaster Recovery
Initiative/HUD
75% Federal
18.75% State
6.25% Local
Funds earmarked for certain HUD projects may be
transferred to emergency projects if not covered by
FEMA and are in the best interest of post-disaster
stricken community. California Department of Housing
and Community Development administers this
program.
Individual and Family Assistance
The following table describes the implementation criteria for programs that are available to assist businesses, families and individuals, and Private non-profit (PNPs) agencies in recovering from a disaster.
Table 10: Select Individual and Family Assistance Programs Type of Assistance Program Name and Authority Loan/Grant Maximum* General Implemental Criteria
Low interest loans for
losses to real property
(primary residences)
which may include
mitigation measures
SBA Physical Disaster Loan
Program
13 CFR Ch.1 Part 123
$200,000 The SBA Physical loan program may be implemented upon:
• Presidential disaster declaration
• SBA Admintsrator physical disaster declaration per a
gubernatorial request
• SBA Adminstrator Economic Injury Disaster Loan (EIDL) declaration with governor’s certification of substantial loss to at least 5 small buisnesses
• SBA Adminitsrator EIDL declaration based on Secretary of Agriculture natural disaster determination
In this case, a request for SBA declaration must be requested through Cal OES within 60 days of the occurrence.
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Low interest loans for
losses to personal
property
SBA Physical Disaster Loan
Program
13 CFR Ch.1 Part 123
$40,000 Same as above.
Grants to cover
temporary housing
needs, home repairs,
losses to personal
property,
transportation
expenses, funeral and
medical expenses, etc.
Individual and Households
Program (IHP)
Robert T. Stafford Act
Disaster Relief and Assistance
Act, 44 CFR Ch. 1, Part 206,
Subpart D, Sect. 206.110
Maximum
amounts
are
published
annually in
the Federal
Register
This is a Federal grant program managed and administered by FEMA upon a Presidential Declaration of an Emergency or Major Disaster. Victims who are found to be ineligible for an SBA loan are referred to FEMA’s IHP program.
Grants to individuals
and families that have
received the maximum
IHP grant but still have
unmet needs
State Supplemental Grant
Program
California Department of
Social Services W/I 13600-
13601
$10,000 This program is administered through the state Department of Social Services. It is only implemented when FEMA has activated the IHP. The state has no authority to activate the SSGP independent of a Federal declaration.
Disaster
Unemployment
Assistance
DUA
U.S. Department of Labor,
20 CFR, Part 625
44 CFR, Part 206.141
N/A This program may be implemented by the Department of Labor upon a Presidential declaration. It allows those unemployed due to a disaster up to 26 weeks of unemployment benefits.
Funding to provide
crisis counseling
services (IA)
FEMA Crisis Counseling
Program
Stafford Act
75% Federal
25% State
This program is funded by FEMA and administered through the state Department of Mental Health.
Businesses, Ranchers and Private Nonprofit Assistance
The following table describes the implementation criteria of programs that are available to assist businesses, ranchers, and Private nonProfit (PNPs) agencies in recovering from a disaster. 392
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Table 11: Select Business, Rancher, and Private Nonprofit Assistance Type of Assistance Program Name and Authority Loan
Maximum* Implemental Criteria
Low interest loans to
businesses and PNPs,
for losses to real
property
SBA Physical Disaster Loan
Program
13 CFR Ch.1 Part 123
$1.5 Million The SBA Physical loan program may be implemented upon:
• Presidential disaster declaration
• SBA Admintsrator physical disaster declaration per a
gubernatorial request
• SBA Adminstrator Economic Injury Disaster Loan (EIDL) declaration with governor’s certification of substantial loss to at least 5 small buisnesses
• SBA Adminitsrator EIDL declaration based on Secretary of Agriculture natural disaster determination
Typically, when SBA declares a disaster for a county, contiguous counties are also eligible.
Low interest loans to
businesses and to help
cover working capital
SBA Economic Injury Disaster
Loan (EIDL)
13 CFR Ch.1 Part 123
$2 Million The SBA Physical loan program may be implemented upon:
• Presidential disaster declaration
• SBA Admintsrator physical disaster declaration per a
gubernatorial request
• SBA Adminstrator Economic Injury Disaster Loan (EIDL) declaration with governor’s certification of substantial loss to at least 5 small buisnesses
• SBA Adminitsrator EIDL declaration based on Secretary of Agriculture natural disaster determination
EIDL loans become available under all SBA physical declarations.
The maximum SBA loan assistance is $1.5 million, whether it is a Physical Disaster Loan, an EIDL loan, or a combination of both programs.
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Low interest loans to
farmers, ranchers and
aquaculturists for
physical and/or crop
production losses
resulting from an
unusual natural
occurrence (weather
pattern, pest, etc.)
Secretarial Designation –
Agricultural disaster
U.S. Department of
Agriculture, Farm Services
Agency
7 CFR, Ch. 18, Part 1945,
Subpart A
$500,000 Emergency loans are made to farmers and ranchers who have suffered at least a 30-percent loss in crop production or a physical loss to livestock products, real estate or chattel property.
The Secretary of Agriculture can implement this program when requested by Cal OES on behalf of a local agriculture
commissioner or local government authority, or implemented automatically when the President declares a major disaster or emergency. When requested on its own authority, supporting documentation to the types of crops and level of damage must be submitted. A proclamation of local or state emergency is not required for this program.
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Individuals and Households Program (IHP)
Upon the implementation of the IHP, individuals are required to first ‘tele-register” with FEMA.
Widespread notice through the local media and posting on the Town’s website to inform the public of the toll-free tele-registration number. Upon tele-registration, FEMA will assign a representative to evaluate the claim and will refer the individual to the appropriate program for loan and/or grant assistance. Individuals will then be provided loan and/or grant application information, instructions, terms and conditions directly from the agency providing assistance (FEMA, SBA, USDA). The Town may be asked for assistance in identifying appropriate locations for Disaster Recovery Centers (DRC) and to participate in the DRC when activated.
SBA and USDA
When SBA and/or USDA has implemented its disaster program(s) independent of a Presidential declaration, individuals, businesses, private non-profit agencies, and/or the agricultural community, will be instructed to file an application directly with their local SBA and/or USDA office. If a DRC is not activated, the SBA or USDA will normally administer their programs through an existing local office or, particularly for SBA, in locally leased space.
Short Term Recovery
The goal of short-term recovery is to restore the Town to at least a minimal operating capacity.
Short-term recovery includes:
Utility restoration
Delivery of social, medical, and mental health services Provision of interim housing
Re-establishment of Paradise government operations
Establishment of transportation routes
Debris removal
Cleanup operations
Abatement and demolition of hazardous structures
The Town will coordinate its efforts to restore utility systems and services during recovery operations between Town departments, special districts serving the Town and investor-owned utilities, including Pacific Gas and Electric, Comcast Cable, and the various telephone companies serving the Town. Medical and other essential services may need to operate from temporary facilities, as necessary. If there is serious damage to the Town’s housing stock, the Town may be asked to identify and assist in the support of interim housing solutions, such as motels or temporary trailer sites. The Town may request support to conduct Critical Incident Stress Debriefings (CISD) for emergency response personnel and victims of the disaster event.
The Town will ensure that debris removal and cleanup operations are expedited. The Town will need to inspect damaged buildings and facilities. Assistance in conducting post-disaster inspections of public and private facilities may be requested through California’s Safety Assessment Program, which is accessed through the California Emergency Management Agency. The Safety Assessment Program provides professional evaluators (volunteers) and mutual aid resources to local governments to determine use and occupancy of homes, buildings and infrastructure. On the basis of the Town’s assessments, structures that pose a public safety concern may be demolished or cordoned off. 395
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If needed for the continuation of government operations and the provision of recovery services, the Town may implement its Continuity of Operations Plan (COOP), including relocation of operations from damaged facilities. If such relocation is required, information on alternate service delivery locations will be provided to the public. For more information on the Town’s COOP refer to Functional Annex BContinuity of Operation/Government of the Emergency Operations Plan Physical Recovery Activities
Conduct a comprehensive damage assessment and compile the data into an Initial Damage Estimate to support a local Emergency Proclamation
Identify and preserve damaged historical or cultural sites Identify environmental concerns (e.g., damage adjacent to riparian habitat) Remove debris from public and private property and manage disposal sites Identify redevelopment opportunities, if appropriate
Defer permits, fees, etc. for rebuilding of damaged structures Pursue hazard mitigation projects and advance mitigation efforts, including upgrading infrastructure and utilities
Modify land use and zoning requirements and incorporate changes in construction standards and other codes, both for repair or rebuilding of disaster-damaged structures and for promoting disaster resistant future development
Evaluate repair and rebuilding options
Resilience and Sustainability
The National Disaster Recovery Framework is always applicable and recovery actions are continuously conducted from preparedness through recovery. The Town of Paradise Long-Term Community Recovery Plan provides an excellent example of incorporating resilience into recovery planning. Pre- and post-disaster assessments and activities are essential for reducing current and future risk and lead to more sustainable communities.
Long Term Recovery
The goal of long-term recovery is to restore facilities and the community to pre-disaster condition.
Long-term recovery includes hazard mitigation activities, restoration, or reconstruction of public facilities, facilitating restoration and reconstruction of damaged homes and businesses, and disaster response cost recovery. The Town will be responsible for its own approach to mitigation, which could include zoning variances, building codes changes, plan reviews, seismic safety elements, and other land use planning techniques. Long-term recovery will likely necessitate the need for significant coordination with Butte County, state, and Federal entities, the private sector, and with community-based organizations.
With public safety a primary concern, rapid recovery may require adjustments to various Town policies, procedures, codes, and ordinances to streamline the recovery process. Identification of specific statutes and policies to be adjusted will be disaster-specific and should be identified during the damage assessment process. The Town will also determine if temporary modification of state or county statutes are needed to facilitate recovery; if so, those modifications should be requested through the SEMS process.
Depending on the extent of the damage, the Town may consider activating a Local Assistance Center (LAC) to provide a centralized location or “one stop shop” for services and resource referrals for the unmet needs of disaster victims. State funding may be available for eligible LAC 396
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operations. Historically, LACs have proven to be a key factor for a successful recovery. LAC characteristics generally include:
Resource facility for recovery information, services and programs Community-based service facilities
Managed by the Town
Staffed by Red Cross, other NGO’s, and various Town of Paradise departments, Private Nonprofits (PNPs), local, state and Federal government, as appropriate Local utilities, insurance adjusters, and others may be asked to collocate with the LAC to facilitate access to services
Depending on the extent of damage, state and Federal recovery assistance will also be sought for residents, businesses, and community organizations. If Federal assistance for households and businesses is granted, the Town may be asked to assist in implementing a DRC. A DRC may be activated by key Federal agencies to provide a location for victims and private non-profit organizations to obtain information about Federal recovery programs. The DRC may be collocated with a LAC if one has been established.
Tasks for Natural and Cultural Resources
Implement measures to protect and stabilize records and culturally significant documents, objects, and structures.
Mitigate the impacts to and stabilize the natural and cultural resources and conduct a preliminary assessment of the impacts that identifies protections that need to be in place during stabilization through recovery.
Complete an assessment of affected natural and cultural resources and develop a timeline that includes consideration of available human and budgetary resources for addressing these impacts in a sustainable and resilient manner.
Preserve natural and cultural resources as part of an overall community recovery that is achieved through the coordinated efforts of natural and cultural resource experts and the recovery team in accordance with the specified timeline in the recovery plan.
Psychological and Emotional Recovery
Successful recovery addresses the full range of psychological, emotional, and behavioral health needs associated with the disaster’s impact and resulting recovery challenges. Behavioral health assistance provided in recovery may include provision of information and educational resources, basic psychological support and crisis counseling, assessment, and referral to treatment when needed for more serious mental health or addiction issues. Individuals and families will be better situated to manage their recovery once their basic needs are met, such as shelter, food, and reunification with family and household pets or service and assistance animals. Successful recovery acknowledges the linkages between the recovery of individuals, families, social networks, and communities.
Tasks for Social Recovery
Promote community participation in recovery efforts through the “Long Term Recovery Committee”, volunteer opportunities, and in plan revision
Support distribution of essential commodities and other daily living needs Evaluate community stress and providing services for the mental health of individuals 397
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Support restoration of critical community support structure, such as schools, medical services, and financial institutions
Restore community values
Promote family and individual preparedness
Establish Local Assistance Centers for ‘one-stop’ disaster recovery services and assisting in establishing a Disaster Recovery Center(s) in the Town if requested to do so to support delivery of state and Federal recovery programs
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Response
Mitigation
Preparedness 399
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Hazard Specific Appendices Overview
Purpose
The purpose of the hazard specific Appendices is to provide further detail, guidance, and resources for specific incidents which may impact the Town of Paradise.
Appendix Organization
Each hazard specific Appendix is organized as follows:
I. Hazard Definition (i.e., cause and primary and secondary effects) II. Local Situation (i.e., hazard rating and local details) III. Concept of Operations (i.e., planning and response considerations, advanced readiness, initial response, and short-term recovery)
IV. Roles and Responsibilities (i.e., Town of Paradise, Butte County, State of California, federal government)
V. Additional Resources (i.e., Town/County and other)
Scope
Hazard specific appendices are provided for the following incidents:
• Flooding/Dam Failure
• Severe/Extreme Weather
• Wildfire/Urban Interface
• Earthquake
• Hazardous Materials Incident
• Landslide/Mudslide/Debris Flow
• Insect Infestation
• Public Health/Epidemics
• Transportation Incidents
• Terrorism
• Civil Disorder/Violent Encounters
This list is not comprehensive and additional hazard appendices may require development based on the evolving threat landscape.
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Hazard Identification Assessment
Hazard ratings (i.e., geographic extent, likelihood of future occurrences, magnitude/severity, significance) are consistent with the Butte County Local Hazard Mitigation Plan (LHMP) Town of Paradise Annex Hazard Identification Assessment where available. If assessment factors were not available for a specific incident, ratings were based off assessment factors provided in the Town of Paradise Emergency Operations Plan (EOP). Where missing from both documents, ratings were assigned to the geographic extent and significance evaluation factors based upon the classification descriptions (i.e., limited, significant, or extensive for geographic extent and low, medium, or high, for significance) provided in the Butte County LHMP.
Relationship to Other Plans
These hazard-specific appendices are aligned with and should be used in concordance with the following planning documents:
• Town of Paradise EOP and Annexes
• Butte County LHMP and Annexes
• Other Town and County Planning Documents
Planning Assumptions
• All hazard specific incidents will be managed using the Incident Command System (ICS), Standardized Emergency Management System (SEMS), and National Incident Management System (NIMS)
• When the Town of Paradise’s response capacity is overwhelmed, Butte County will provide additional response support; if Town and County capacity is overwhelmed mutual aid, State, and Federal support may be engaged
• Each Appendix can be used independently
• As part of the typical plan review and update process, further hazard-specific information may be added to these appendices or further hazard specific plans may be developed based upon on guidance in the Comprehensive Preparedness Guide 101 and the emergency management needs of the Town of Paradise
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Table of Contents
HAZARD SPECIFIC APPENDICES OVERVIEW .....................................................................................................2 HAZARD IDENTIFICATION ASSESSMENT ..........................................................................................................3 FLOOD/DAM FAILURE ....................................................................................................................................5 SEVERE/EXTREME WEATHER........................................................................................................................11 WILDFIRE/URBAN INTERFACE.......................................................................................................................16 EARTHQUAKE AND LIQUEFACTION...............................................................................................................21 HAZARDOUS MATERIALS INCIDENTS ............................................................................................................26 LANDSLIDE, MUDSLIDE, AND DEBRIS FLOW ..................................................................................................31 INVASIVE SPECIES ........................................................................................................................................36 PUBLIC HEALTH/EPIDEMICS..........................................................................................................................41 TRANSPORTATION INCIDENT........................................................................................................................45 TERRORISM .................................................................................................................................................49 CIVIL DISORDER AND VIOLENT ENCOUNTERS................................................................................................54 402
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FLOOD/DAM FAILURE
Hazard Specific Appendix
Section 1. Hazard Definition
1.1 Flood
1.1.1 Definition
A flood is defined as an overflowing of water onto an area of land that is normally dry.
1.1.2 Causes
• Natural disasters (i.e., weather events – snow melt, heavy rainfalls, etc.) • Human-caused or technological events (i.e., structural design flaws of dams, terrorist attack on dam infrastructure, etc.)
1.1.3 Flood Classification
• Slow-rise floods – may be preceded by a warning time lasting from hours to days, or possibly weeks which allows for preparation such as sand bagging that can lessen the impacts of a flood • Flash floods – have an extremely short warning time, if at all, which does not allow for mitigative actions; flash floods usually require timely evacuations (i.e., within an hour)
1.1.4 Primary Effects
• Threat to life and property (i.e., drownings, structure, and infrastructure damage, etc.) • Health hazards (i.e., raw sewage discharge due to damaged infrastructure, flammable/explosive/toxic materials being carried off by flood waters)
1.1.5 Secondary Effects
• Drinking water supplies may be polluted
• Gas and electrical service may be disrupted
• Transportation systems may be disrupted
• Jobs may be lost due to disruption of services
• Insurance rates may increase
• Public health impacts (i.e., disease control)
1.2 Dam Failure
1.2.1 Definition
A dam failure is the partial or complete collapse of an impoundment, with the associated downstream flooding.
1.2.2 Causes
• Natural disasters (i.e., earthquake, severe weather)
• Structural/design flaws (i.e., erosion of the face or foundation, improper siting) • Human-caused event (i.e., terrorist attack)
1.2.3 Primary Effects
• Loss of life and injury
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• Damage to structures and infrastructure
• Loss of services and road closures (i.e., from flood damage and debris) • Loss of water supply
1.2.4 Secondary Effects
• Economic consequences
• Difficulty delivering necessary medical and social services to the public • Long term displacement of persons residing in the inundation path • Economic impacts
• Pollution of surface water or ground water, air, and soil Section 2. Local Situation
2.1 Local Characteristics of a Flood Incident
2.1.1 Probability and Severity (Butte County Hazard Identification Assessment) • 100/200/500 year flood:
o Geographic extent: Limited
o Probability of future occurrences: Occasional
o Magnitude/severity: Negligible
o Significance: Low
o Climate Change Influence: Medium
• Localized stormwater flood:
o Geographic extent: Extensive
o Probability of future occurrences: Likely
o Magnitude/severity: Limited
o Significance: Medium
o Climate Change Influence: Medium
2.1.2 Local Detail
• Creeks and Levees that could impact the Town of Paradise:
o Dry Creek: during high flow events, there is local roadway and property flooding o Berry Creek: during high flow events, there is local roadway and property flooding o Clear Creek: during high flow events, there is local roadway and property flooding o Little Dry Creek: during high flow events, there is local roadway and property flooding o Honey Run Creek: during high flow events, there is local roadway and property flooding
2.1 Local Characteristics of a Dam Failure Incident
2.2.1 Probability and Severity
• Geographic extent: Limited
• Probability of future occurrences: Unlikely
• Magnitude/severity: Limited
• Significance: Low
• Climate Change Influence: Medium
2.2.2 Local Details
• No prior dam failure has impacted the Town of Paradise 404
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• Paradise Irrigation District (PID) has Paradise Dam impounding Paradise Lake and the smaller Magalia Dam just beneath it on Little Butte Creek
o Failure of both or one of these dams would cause catastrophic loss of potable water for the majority of Paradise’s population
o Fire protection would be severely hampered
o Access above and below Paradise would be restricted for an extended period of time Section 3. Concept of Operations
3.1 Planning and Response Considerations
• Prolonged damage control and disaster relief support may be required from other Local government and private organizations, and from the State and Federal governments
• Emergencies and disasters can occur at any time; therefore, equipment and procedures to warn the public of impending severe weather must be in place and ready to use at any time
• Mass evacuations of the inundation areas would be essential to save lives, if warning time should permit • Extensive search and rescue operations may be required to assist trapped or injured persons • Emergency medical care, food, and temporary shelter may be required for injured or displaced persons • Identification and burial of many deceased persons could be necessary • Many families may be separated, especially if the incident occurred during working hours • Emergency operations could be seriously hampered by a loss of communications, damage to transportation routes, and the disruption of public utilities and other public services • Actions will be required to remove debris and clear roadways, demolish unsafe structures, assist in reestablishing public utilities, and provide continuing care and welfare for the affected population • Some people who are directly threatened by an emergency or disaster may ignore, not hear, or not understand warnings issued by the government
• A need for increased security of impacted areas of the Town may be necessary • Responders may have critical personal needs of their own during an emergency or disaster • Conduct of ground and aerial surveys to determine the scope of the damage, casualties, and status of key facilities may be necessary
3.2 Increased Readiness
Upon receipt of information that the integrity of a dam may result in dam failure or weather predictions indicate potential for flooding consider the following:
• Enhanced staffing
• Adjusting work hours
• Readying equipment and supplies
• Issuing public warnings and pre-emptive protective measures to both staff and the public (i.e., sand bagging, evacuation) • Alerting other government agencies in which you anticipate needing support from • Reducing non-critical operations
• Conducting flood flight and other protective actions
• Consideration of needs of vulnerable populations and pre-emptive action to mitigate impacts
3.3 Response
1. Activate the Emergency Operations Center (EOC) and relevant plans (i.e., EOP, Continuity of Operations [COOP], etc.)
2. Issue necessary public emergency alerts and warnings, including evacuation orders if appropriate
3. Coordinate with first responders surrounding immediate life and property saving efforts as well as security of impacted areas and traffic control
4. Determine if disaster declaration should be made
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5. Coordinate with County and higher-level government entities to begin establishment of evacuation points, temporary shelters, etc.
6. Deploy teams to conduct damage assessments and begin debris clearance and repair of damaged infrastructures as possible which pose an immediate danger to public health and safety
7. Begin planning for recovery and consider the appropriate time to transition to recovery
3.4 Short Term Recovery
The following should be considerations of the short-term recovery phase:
• Restoration or continuation of government services
• Utility restoration
• Limited debris clearance
• Structural safety and damage assessments
• Critical infrastructure recovery planning
• Sheltering operations (short-term or intermediate to long-term temporary housing) • Resident re-entry
• Sustained public information
• Mold and pest remediation
• Coordination of donations
• Community and economic restoration
• Mitigation against future severe weather events
Section 4. Roles and Responsibilities
4.1 Town of Paradise
• Town of Paradise EOC: Responsible for maintaining situational awareness surrounding the incident, issuing public information and warning (including evacuation orders), coordination with first responders and other government entities, and overall coordination of the incident response.
• Town of Paradise Infrastructure and Public Works: Responsible for providing materials, equipment, and personnel for the emergency maintenance and restoration of basic services to the public. Public Works assists in debris removal and provides information on road situations to include open/closed data, bridge status, and general damage. Public Works also deploys road signage.
• Paradise Police Department (PD): Paradise PD is responsible for the overall evacuation and movement of citizens throughout the town when needed as well as the security of impacted areas following an incident. Paradise PD will coordinate with Butte County Sheriff’s Office (BCSO). Paradise PD will also facilitate re-entry of evacuees back to their homes when it is safe to do so.
4.2 Butte County
• Butte County Office of Emergency Management (OEM): OEM is responsible for providing incident support to local jurisdictions within the County when local response is overwhelmed by the severity of an incident. OEM will coordinate broader support with neighboring jurisdictions, state, and federal government as necessary. • Butte County Public Health Department (BCPHD): BCPHD is responsible for identifying health and medical needs of those impacted by the emergency including patients evacuating medical care facilities, hospitals, hospices, and long-term care facilities. Public Health will coordinate specialized transportation for evacuees with medical and functional needs and will coordinate care for evacuees whose needs cannot be accommodated in general population shelters. Public Health will also support for individuals at pickup points and provide medical support at designated evacuation assembly areas and pickup points to perform triage of citizens prior to evacuation if evacuation is warranted. Public Health may also provide public healthrelated information and education concerning disaster events as well as develop public health regulation and orders resulting from disasters. Lastly, public health will coordinate with the medical examiner for the collection, identification, and interment of deceased victims resulting from disaster events.
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• Butte County Environmental Health: Butte County Environmental Health is responsible for directing the testing of water systems for pollution in areas directly or indirectly impacted by the flooding and arranging for potable water in areas adversely affected by water system pollution. Environmental Health will also address failed septic system issues.
4.3 State Government
• California Office of Emergency Services (Cal OES): Cal OES functions as the state coordinating body for preparation, prevention, response, and recovery activities for all hazards within California. Cal OES operates the Master Mutual Aid System to restore order during emergencies with assistance from neighboring law enforcement. Cal OES Coordinates, at the jurisdiction’s request and when deemed appropriate, the establishment of a Disaster Recovery Center (DRC) in lieu of a Local Assistance Center (LAC). Cal OES may provide financial support for extraordinary eligible costs associated with LAC operations through the California Disaster Assistance Act. • California Department of Forestry and Fire Protection (CAL FIRE): CAL FIRE may provide units and personnel to guide evacuations as well as to perform door-to-door warnings. CAL FIRE may also activate technical rescue teams as appropriate to assist in search and rescue.
• California Department of Transportation (CalTrans): CalTrans is the state agency responsible for highway, bridge, and rail transportation planning, construction, and maintenance. CalTrans aids in pre-planning, road management, and traffic control and routing. These tasks are also managed in cooperation with Local law and State law enforcement. • California Highway Patrol (CHP): CHP acts to prevent loss of life, injuries, and property damage as a result of traffic collisions by enforcing the California Vehicle Code and other laws to prevent crime. In the event of traffic and emergency incidents, CHP promote safe and efficient movement of people and goods. CHP also has duties to “protect the public, their property, State employees, and the State infrastructure”; which as needed involves collaboration with Local, State and, Federal public safety agencies.
• Department of Water Resources Division of Safety of Dams (DSOD): DSOD engineers inspect over 1,200 dams on a yearly schedule to insure they are performing and safely maintained. DSOD works closely with dam owners to identify and correct most potential problems before they become more serious. When notified of a potentially unsafe condition, DSOD will inspect the dam, and depending on the circumstances may initiate or require a follow-up investigation. When unsafe conditions develop, DSOD works with owners and their consultants to address and remedy the condition in a timely manner. To minimize risk, DSOD may impose a reservoir restriction to limit the water surface to a level that is judged safe and may direct the dam owner to implement their Emergency Action Plan (EAP), or request that they develop one in coordination with local authorities. • California National Guard: The National Guard provides support to local authorities for domestic disasters, support to civilian law enforcement agencies, as well as other designated support.
4.4 Federal Government
• Federal Emergency Management Agency (FEMA): FEMA is the lead Federal agency for consequence management, which entails both preparedness for and dealing with the consequences of a major dam/reservoir failure event. Although the affected State and Local governments have primary jurisdiction for emergencies, a major dam/reservoir failure event causing mass destruction could create havoc beyond their capability to respond. If this were to happen, FEMA would coordinate consequence management activities including measures to alleviate damage, loss, hardship, or suffering caused by the incident; to protect public health and safety; to restore essential government services; and to provide emergency assistance. FEMA would implement the Federal Response Plan, cooperating with State and Local emergency response agencies. Final authority to make decisions on scene regarding the consequences of the incident (rescue and treatment of casualties, protective actions for the affected community) rests with the Local Incident Commander. • National Weather Service (NWS): NWS provides weather decision services for events that threaten lives and livelihoods; delivers a broad suit of water forecasting services to support management of the Nation’s water supply; enhances climate services to help communities, businesses, and governments understand and adapt to climate related risks; provides sectorrelevant information in support of economic productivity; enables integrated environmental forecast services supporting healthy communities and ecosystems; and as requested, provides expertise regarding adverse weather predictions and impacts.
Section 5. Additional Resources
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Town/County:
• Town of Paradise EOP and Direction and Control Annex (i.e., Flood Management and other relevant Unit Position Check Lists) • Butte County All-Hazard Mitigation Plan for detailed information and maps and Levee Failure/Dam Failure hazards for the Town
Flood:
• Floodplain Management Resource Center
• National Flood Insurance Program
• Flood Risk Template and other Templates
• Guidelines and Standards for Flood Risk Analysis and Mapping Activities Under the Risk MAP Program • Centers for Disease Control and Prevention (CDC) Natural Disaster Guidance • Floods
• Cal OES Catastrophic Planning Documents
Dam Failure:
• How-To Guide: Assessing the Consequences of a Dam Failure, FEMA, 2012 • National Dam Safety Program Publications
• Dam Safety Resources for the General Public
o Training Aids for Dam Safety (TADS): A Self-Instructional Course in Dam Safety Practices (FEMA 609 DVD) 408
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Severe/Extreme Weather
Hazard Specific Appendix
Section 1. Hazard Definition
1.1 Definition
Severe/extreme weather includes naturally occurring events that are environmentally or meteorologically initiated and have either a long-term rate of occurrence or occur with regular frequency. Although the impacts of these naturally occurring events are not normally damaging, severe/extreme instances of meteorological phenomena are becoming more frequent and can present significant challenges in the areas of public safety, economic vitality, environmental quality, and other social consequences.
1.2 Causes
• Extreme heat and drought
• Freeze and winter storms
• Heavy rains and storms (i.e., hail, lightning, wind)
• Wind and tornados
1.3 Primary Effects
The type of extreme weather event will influence the type and severity of effects. • Temporary power and utility outages
• Injury and loss of life
• Disruption of some government services
• Damage to property and infrastructure
• Road closures and debris
1.4 Secondary Effects
• Extensive rain may cause cascading impacts such as flooding and landslides • Heat waves may cause drought and wildfires
• Strong winds may cause damage to infrastructure and habitats • Temporary or long-term displacement of residents may occur • Long-term economic repercussions
Section 2. Local Situation
2.1 Probability and Severity
• Extreme heat:
o Geographic extent: Significant
o Probability of future occurrences: Likely
o Magnitude/severity: Critical
o Significance: Medium
o Climate Change Influence: High
• Freeze and winter storm:
o Geographic extent: Significant
o Probability of future occurrences: Likely
o Magnitude/severity: Critical
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o Significance: Medium
o Climate Change Influence: Medium
• Heavy rain and storms:
o Geographic extent: Significant
o Probability of future occurrences: Likely
o Magnitude/severity: Critical
o Significance: Medium
o Climate Change Influence: Medium
• Wind and tornado:
o Geographic extent: Extensive
o Probability of future occurrences: Likely
o Magnitude/severity: Critical
o Significance: High
o Climate Change Influence: Low
2.2 Local Details
• Overall, the risk of extreme weather in the Town of Paradise is moderate • The Town of Paradise, as with Butte County, chronically experiences drought o Past droughts in California (1987-1992 and 1994) have been long term in nature and have had state-wide impacts o Drought conditions have caused extensive weakening of trees in forested areas causing them to become highly vulnerable to disease and insect infestation
o Many trees have weakened and died, creating a severe fire hazard o Dry wildland brush areas present a wildfire risk
• The Town of Paradise experiences summer temperatures that reach into the 100’s and winter temperatures can drop into the low teens
o Low temperatures can cause town infrastructure to fail and present a threat to public health o Occasionally, the Town will experience a significant accumulation of snow (total accumulations may reach 3 feet of snow at the upper elevations of town and a foot or more of snow at the lowest elevations) o While snow events are relatively infrequent (a 12-inch snow accumulation has less than a 10% chance of occurring in a particular year), the elderly and fairly transitory population makes it likely that a significant number of citizens will be unprepared for heavy snow accumulation, snow- and ice-covered roads, extended disruption of electrical power, and a lack of access to basic medical and food supplies • Numerous thunderstorms impacting the Town of Paradise develop and mature on an annual basis o The frequency of storms is more in the mountainous areas than the inland ones in Butte County o For the Town of Paradise, the severity of thunderstorms is moderate and would be limited to direct lightning strikes, wind damage, and precipitation
• Butte County has a history of chronic tornados that have caused six injuries between 1950 and 2011 o A category 1 tornado injured 4 people and caused between $500,000 and $5,000,000 in damages in December of 1992 and in February of 1994 a category 2 tornado damaged a dozen structures and caused power outages o In May 2011, Butte County experienced three tornadoes in a rural area south of the City of Chico o Between 1950 and 2017, there were a total of 16 tornadoes in Butte County, 8 F0, 7 F1, and 1 F2 • In June of 2018, a tornado which formed during a severe thunderstorm briefly touched down in Butte County o The storm was producing quarter-sized hail and strong winds o NWS official reported a screen door was blown off of a home, but reported no further damage Section 3. Concept of Operations
3.1 Planning and Response Considerations
• Prolonged damage control and disaster relief support may be required from other Local government and private organizations, and from the State and Federal governments
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• Emergencies and disasters can occur at any time; therefore, equipment and procedures to warn the public of impending severe weather must be in place and ready to use at any time
• Mass evacuations may be essential to save lives, if warning time should permit • Extensive search and rescue operations may be required to assist trapped or injured persons • Emergency medical care, food, and temporary shelter may be required for injured or displaced persons • Identification and burial of many deceased persons could be necessary • Many families may be separated, especially if the incident occurred during working hours • Emergency operations could be seriously hampered by a loss of communications, damage to transportation routes, and the disruption of public utilities and other public services • Actions will be required to remove debris and clear roadways, demolish unsafe structures, assist in reestablishing public utilities, and provide continuing care and welfare for the affected population • Some people who are directly threatened by an emergency or disaster may ignore, not hear, or not understand warnings issued by the government
• A need for increased security of impacted areas of the Town may be necessary • Responders may have critical personal needs of their own during an emergency or disaster • Conduct of ground and aerial surveys to determine the scope of the damage, casualties, and status of key facilities may be necessary
3.2 Increased Readiness
Upon receipt of information that severe weather is likely, consider the following:
• Enhanced staffing
• Adjusting work hours
• Readying equipment and supplies
• Issuing public warnings and pre-emptive protective measures to both staff and the public (i.e., sand bagging, evacuation) • Alerting other government agencies in which you anticipate needing support from • Reducing non-critical operations
• Consideration of needs of vulnerable populations and pre-emptive action to mitigate impacts
3.3 Response
1. Determine if Emergency Operations Center (EOC) activation is appropriate, and if so, activate the EOC and relevant plans (i.e., Emergency Operations Plan [EOP], Continuity of Operations Plan [COOP], etc.)
2. Issue necessary public emergency alerts and warnings, including evacuation orders if appropriate
3. Coordinate with first responders surrounding immediate life and property saving efforts as well as security of impacted areas and traffic control
4. Determine if disaster declaration should be made
5. Coordinate with County and higher-level government entities to begin establishment of evacuation points, temporary shelters, etc.
6. Deploy teams to conduct damage assessments and begin debris clearance and repair of damaged infrastructures as possible which pose an immediate danger to public health and safety
7. Begin planning for recovery and consider appropriate time to transition to recovery
3.4 Short Term Recovery
During an adverse weather event, short-term recovery efforts begin almost immediately after life preservation and life safety. The following should be considerations of the short-term recovery phase:
• Restoration or continuation of government services
• Utility restoration
• Limited debris clearance
• Structural safety and damage assessments
• Critical infrastructure recovery planning
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• Sheltering operations (short-term or intermediate to long-term temporary housing) • Resident re-entry
• Sustained public information
• Mold and pest remediation (for heavy rain or tornado events) • Coordination of donations
• Community and economic restoration
• Mitigation against future severe weather events
Section 4. Roles and Responsibilities
4.1 Town of Paradise
• Town of Paradise EOC: Responsible for maintaining situational awareness surrounding the incident, issuing public information and warning (including evacuation orders), coordination with first responders and other government entities, and overall coordination of the incident response.
• Town of Paradise Infrastructure and Public Works: Responsible for providing materials, equipment, and personnel for the emergency maintenance and restoration of basic services to the public. Public Works assists in debris removal and provides information on road situations to include open/closed data, bridge status, and general damage. Public Works also deploys road signage.
• Paradise Police Department (PD): Paradise PD is responsible for the overall evacuation and movement of citizens throughout the town when needed as well as the security of impacted areas following an incident. Paradise PD will coordinate with Butte County Sheriff’s Office (BCSO). Paradise PD will also facilitate re-entry of evacuees back to their homes when it is safe to do so.
4.2 Butte County
• Butte County Office of Emergency Management (OEM): OEM is responsible for providing incident support to local jurisdictions within the County when local response is overwhelmed by the severity of an incident. OEM will coordinate broader support with neighboring
• Butte County Public Health Department (BCPHD): BCPHD is responsible for identifying health and medical needs of those impacted by the emergency including patients evacuating medical care facilities, hospitals, hospices, and long-term care facilities. Public Health will coordinate specialized transportation for evacuees with medical and functional needs and will coordinate care for evacuees whose needs cannot be accommodated in general population shelters. Public Health will also support for individuals at pickup points and provide medical support at designated evacuation assembly areas and pickup points to perform triage of citizens prior to evacuation if evacuation is warranted. Public Health may also provide public healthrelated information and education concerning disaster events as well as develop public health regulation and orders resulting from disasters. Lastly, public health will coordinate with the medical examiner for the collection, identification, and interment of deceased victims resulting from disaster events.
4.3 State Government
• California Office of Emergency Services (Cal OES): Cal OES functions as the state coordinating body for preparation, prevention, response and recovery activities for all hazards within California. Cal OES operates the Master Mutual Aid System to restore order during emergencies with assistance from neighboring law enforcement. Cal OES Coordinates, at the jurisdiction’s request and when deemed appropriate, the establishment of a Disaster Recovery Center (DRC) in lieu of a Local Assistance Center (LAC). Cal OES may provide financial support for extraordinary eligible costs associated with LAC operations through the California Disaster Assistance Act. • California Department of Forestry and Fire Protection (CAL FIRE): CAL FIRE may provide units and personnel to guide evacuations as well as to perform door-to-door warnings. CAL FIRE may also activate technical rescue teams as appropriate to assist in search and rescue.
• California Highway Patrol (CHP): CHP acts to prevent loss of life, injuries, and property damage as a result of traffic collisions by enforcing the California Vehicle Code and other laws to prevent crime. In the event of traffic and emergency incidents, CHP 412
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promote safe and efficient movement of people and goods. CHP also has duties to “protect the public, their property, State employees, and the State infrastructure”; which as needed involves collaboration with Local, State and, Federal public safety agencies.
• California National Guard: The National Guard provides support to local authorities for domestic disasters, support to civilian law enforcement agencies, as well as other designated support.
4.4 Federal Government
• Federal Emergency Management Agency (FEMA): FEMA offers public assistance to support state and local government recovery including reimbursements for emergency animal evacuation and sheltering activities. Provides public assistance to local jurisdictions through the State and, in a major disaster, often through operations at a Joint Field Office. Provides individual assistance directly to individuals at FEMA Disaster Recovery Centers or requested by electronic means (e.g., telephone, internet). Provides public assistance to support State and local government recovery and individual assistance to individuals impacted by the disaster.
• National Weather Service (NWS): NWS provides weather decision services for events that threaten lives and livelihoods; delivers a broad suit of water forecasting services to support management of the Nation’s water supply; enhances climate services to help communities, businesses, and governments understand and adapt to climate related risks; provides sectorrelevant information in support of economic productivity; enables integrated environmental forecast services supporting healthy communities and ecosystems; and as requested, provides expertise regarding adverse weather predictions and impacts.
Section 5. Additional Resources
Town/County:
• Town of Paradise EOP and Direction and Control Annex
• Butte County Drought Preparedness and Mitigation Plan • Butte County All-Hazard Mitigation Plan for detailed information and maps on severe/extreme weather hazards for the Town Other:
• National Weather Service Definitions, Thresholds, and Criteria for Warnings, Watches and Advisories • National Weather Service Severe Weather Preparedness Guide for Schools • CDC Natural Disaster Guidance
o Extreme Heat
o Heat and Health Tracker
o Tornadoes
o Winter Weather
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Wildfire/Urban Interface
Hazard Specific Appendix
Section 1. Hazard Definition
1.1 Definition
A wildfire is an uncontrolled fire spreading through vegetative fuels, posing danger and destruction to life and property. Wildfires can occur in undeveloped areas and spread to urban areas where structures and other human development are more concentrated. When an urban development is located in proximity to wildland areas, the term “urban-wildland interface” is used.
1.2 Causes
• Campfires left unattended
• Burning of debris
• Equipment use and malfunctions
• Negligently discarded cigarettes
• Intentional acts of arson
• Lightning
1.3 Primary Effects
• Injury and loss of life
• Damage to property and infrastructure
• Water and air pollution
• Public health impacts due to smoke inhalation
• Burning of vegetation/crops and loss of habitats and animal spaces
1.4 Secondary Effects
• Increased risk of soil erosion, changes in runoff patterns, and landslides • Increased costs of insurance
• Long-term economic repercussions
• Temporary or long-term displacement of people and animals Section 2. Local Situation
2.1 Probability and Severity
• Geographic extent: Extensive
• Probability of future occurrences: Likely
• Magnitude/severity: Critical
• Significance: High
• Climate Change Influence: High
2.2 Local Details
• Wildland fire is an ongoing concern for the Town of Paradise, as exemplified by the Camp Fire in 2018 • The fire season extends from early spring through late fall of each year during the hotter, dryer months • Fire conditions arise from a combination of high temperatures, low moisture content in the air and fuel, accumulation of vegetation, and high winds
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• The topography, fuel conditions, and Mediterranean climate combine to make the Town of Paradise and surrounding areas of Butte County a very high fire hazard severity zone
• This, coupled with the moderate to high density residential population of Paradise and the surrounding area, presents a unique wildland urban interface firefighting problem
• Wildfires can occur in the entire Town of Paradise and there is a strong historical precedence for wildfire events, as exhibited by the numerous fires throughout the history of the Town of Paradise • The lack of ingress and egress in the Town further complicate the wildfire risk Section 3. Concept of Operations
3.1 Planning and Response Considerations
• Prolonged damage control and disaster relief support may be required from other Local government and private organizations, and from the State and Federal governments
• Emergencies and disasters can occur at any time; therefore, equipment and procedures to warn the public of impending fires and fire conditions must be in place and ready to use at any time • Mass evacuations may be essential to save lives if warning time should permit • Extensive search and rescue operations may be required to assist trapped or injured persons • Emergency medical care, food, and temporary shelter may be required for injured or displaced persons • Identification and burial of many deceased persons could be necessary • Many families may be separated, especially if the incident occurred during working hours • Emergency operations could be seriously hampered by a loss of communications, damage to transportation routes, and the disruption of public utilities and other public services • Actions will be required to remove debris and clear roadways, demolish unsafe structures, assist in reestablishing public utilities, and provide continuing care and welfare for the affected population • Some people who are directly threatened by an emergency or disaster may ignore, not hear, or not understand warnings issued by the government
• A need for increased security of impacted areas of the Town may be necessary • Responders may have critical personal needs of their own during an emergency or disaster • CAL FIRE will be the lead agency for a wildfire/urban interface response • Due to past experience with wildfires, the public and staff may experience increased trauma during subsequent fire events making behavioral and mental health support increasingly necessary • Public Safety Power Shut Offs (PSPS) may be necessary and may require unique response tactics to assist vulnerable populations
3.2 Increased Readiness
Upon receipt of information that weather conditions indicate increased likelihood of wildfires, consider the following:
• Enhanced staffing
• Adjusting work hours
• Readying equipment and supplies
• Issuing public warnings and pre-emptive protective measures (i.e., red flag warnings, etc.) • Reducing non-critical operations
• Consideration of needs of vulnerable populations and pre-emptive action to mitigate impacts
3.3 Response
1. Determine if Emergency Operations Center (EOC) activation is appropriate, and if so, activate the EOC and relevant plans (i.e., Emergency Operations Plan [EOP], Continuity of Operations Plan [COOP], etc.)
2. Issue necessary public emergency alerts and warnings, including evacuation orders if appropriate
3. Coordinate with first responders surrounding immediate life and property saving efforts as well as security of impacted areas and traffic control
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4. Determine if disaster declaration should be made
5. Coordinate with County and higher-level government entities to begin establishment of evacuation points, temporary shelters, etc.
6. Deploy teams to conduct damage assessments and begin debris clearance and repair of damaged infrastructures as possible which pose an immediate danger to public health and safety
7. Begin planning for recovery and consider appropriate time to transition to recovery
3.4 Short Term Recovery
The following should be considerations of the short-term recovery phase:
• Restoration or continuation of government services
• Utility restoration
• Limited debris clearance
• Structural safety and damage assessments
• Critical infrastructure recovery planning
• Sheltering operations (short-term or intermediate to long-term temporary housing) • Resident re-entry
• Sustained public information
• Coordination of donations
• Community and economic restoration
• Mitigation against future wildfire events
Section 4. Roles and Responsibilities
4.1 Town of Paradise
• Town of Paradise EOC: Responsible for maintaining situational awareness surrounding the incident, issuing public information and warning (including evacuation orders), coordination with first responders and other government entities, and overall coordination of the incident response.
• Town of Paradise Infrastructure and Public Works: Responsible for providing materials, equipment, and personnel for the emergency maintenance and restoration of basic services to the public. Public Works assists in debris removal and provides information on road situations to include open/closed data, bridge status, and general damage. Public Works also deploys road signage.
• Paradise Police Department (PD): Paradise PD is responsible for the overall evacuation and movement of citizens throughout the town when needed as well as the security of impacted areas following an incident. Paradise PD will coordinate with Butte County Sheriff’s Office (BCSO). Paradise PD will also facilitate re-entry of evacuees back to their homes when it is safe to do so.
4.2 Butte County
• Butte County Office of Emergency Management (OEM): OEM is responsible for providing incident support to local jurisdictions within the County when local response is overwhelmed by the severity of an incident. OEM will coordinate broader support with neighboring jurisdictions, state, and federal government as necessary. • Butte County Public Health Department (BCPHD): BCPHD is responsible for identifying health and medical needs of those impacted by the emergency including patients evacuating medical care facilities, hospitals, hospices, and long-term care facilities. Public Health will coordinate specialized transportation for evacuees with medical and functional needs and will coordinate care for evacuees whose needs cannot be accommodated in general population shelters. Public Health will also support for individuals at pickup points and provide medical support at designated evacuation assembly areas and pickup points to perform triage of citizens prior to evacuation if evacuation is warranted. Public Health may also provide public healthrelated information and education concerning disaster events as well as develop public health regulation and orders resulting from disasters. Lastly, public health will coordinate with the medical examiner for the collection, identification, and interment of deceased victims resulting from disaster events.
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• Butte County Environmental Health: Butte County Environmental Health is responsible for directing the testing of water systems for pollution in areas directly or indirectly impacted by the wildfire and arranging for potable water in areas adversely affected by water system pollution. Environmental Health will also address failed septic system issues. •
4.3 State Government
• California Office of Emergency Services (Cal OES): Cal OES functions as the state coordinating body for preparation, prevention, response, and recovery activities for all hazards within California. Cal OES operates the Master Mutual Aid System to restore order during emergencies with assistance from neighboring law enforcement. Cal OES Coordinates, at the jurisdiction’s request and when deemed appropriate, the establishment of a Disaster Recovery Center (DRC) in lieu of a Local Assistance Center (LAC). Cal OES may provide financial support for extraordinary eligible costs associated with LAC operations through the California Disaster Assistance Act. • California Department of Forestry and Fire Protection (CAL FIRE): CAL FIRE is a state-wide organization that is responsible for the fire protection of millions of acres of public and private wild lands. Because of the Department’s size and experience in managing major incidents, it is often asked to assist or take the lead in brush fires. In the event of a brush fire within the Town of Paradise, resources and mutual aid may be requested from CAL FIRE if needed. • California Highway Patrol (CHP): CHP acts to prevent loss of life, injuries, and property damage as a result of traffic collisions by enforcing the California Vehicle Code and other laws to prevent crime. In the event of traffic and emergency incidents, CHP promote safe and efficient movement of people and goods. CHP also has duties to “protect the public, their property, State employees, and the State infrastructure”; which as needed involves collaboration with Local, State and, Federal public safety agencies.
• California National Guard: The National Guard provides support to local authorities for domestic disasters, support to civilian law enforcement agencies, as well as other designated support. • California Environmental Protection Agency (CAL EPA): Cal EPA is charged with developing, implementing and enforcing the state's environmental protection laws that ensure clean air, clean water, clean soil, safe pesticides and waste recycling and reduction. In the event of a major fire, CAL EPA may work alongside the Town or County to identify and address environmental factors that could be potentially harmful to the population.
4.4 Federal Government
• Federal Emergency Management Agency (FEMA): FEMA is the lead Federal agency for consequence management, which entails both preparedness for and dealing with the consequences of a major brush fire. Although the affected State and local governments have primary jurisdiction for emergencies, a major brush fire causing mass destruction could create havoc beyond their capability to respond. If this were to happen, FEMA would coordinate consequence management activities including measures to alleviate damage, loss, hardship, or suffering caused by the incident; to protect public health and safety; to restore essential government services; and to provide emergency assistance. FEMA would implement the Federal Response Plan, cooperating with State and local emergency response agencies. Final authority to make decisions on-scene regarding the consequences of the incident (rescue and treatment of casualties, protective actions for the affected community) rests with the local Incident Commander.
• National Weather Service (NWS): Meteorologists from NWS work on the front lines to support agencies who prevent and fight wildfires, collaborating closely with state and local fire control agencies, as well as the Forest Service and other federal entities.
NWS also issue red flag warnings prior to wildfire events.
Section 5. Additional Resources
Town/County:
• Town of Paradise EOP and Direction and Control Annex
• Town of Paradise Evacuation / Traffic Control Plan
• Town of Paradise Camp Fire AAR
• Butte County All-Hazard Mitigation Plan for detailed information and maps on the wildfire/urban interface hazards for the town • Butte County Camp Fire AAR
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• Butte County Community Wildfire Protection Plan
•
Other:
• Cal OES Wildfire State Recovery Resources
• FEMA Wildfire Actions Guidance
• CDC Natural Disaster Guidance
o Wildfires
• CDC Situation Awareness 2022 Wildfire Preparedness and Response Guidance • Community Wildfire Mitigation Best Practices Toolkit
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Earthquake and Liquefaction
Hazard Specific Appendix
Section 1. Hazard Definition
1.1 Definition
Earthquakes are the sudden, rapid shaking of the earth, caused by the breaking and shifting of underground rock. Earthquakes can happen anywhere, but California is at higher risk for experiencing earthquakes. Earthquakes give no warning.
1.2 Causes
• Tectonic movements
• Volcanic eruptions
• Man-made causes (i.e., oil drilling, nuclear bombings) • Landslides, avalanches, and the collapse of heavy rocks
1.3 Primary Effects
• Ground shaking
• Ground rupture
• Landslides
• Tsunamis
• Liquefication
1.4 Secondary Effects
• Injury and loss of life (i.e., from collapsed buildings and falling objects) • Damage to property and infrastructure (i.e., bridge collapse, dam failure) • Fires
• Contamination of water
• Utility damage and outages
• Gas leaks
• Long-term economic repercussions
• Temporary or long-term displacement of people and animals Section 2. Local Situation
2.1 Probability and Severity
• Geographic extent: Extensive
• Probability of future occurrences: Occasional/Unlikely • Magnitude/severity: Critical
• Significance: High
• Climate Change Influence: Low
2.2 Local Details
• The probability of an earthquake affecting the Town of Paradise is low. • The only known active fault in Butte County is the Cleveland Hills Fault south of Oroville, the site of the August 1975 Orville Earthquake (magnitude 5.7) which led to considerable structural damage in Oroville o Prior to 1975, this fault was not considered active
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o This earthquake was also felt in the City of Chico, but there was no recorded damage • Since 1975, there have been 14 quakes above magnitude 5, 180 quakes between magnitude 4 and 5, 2,641 quakes between magnitude 3 and 4, and 30,239 quakes between magnitude 2 and 3 o Earthquakes of magnitude 2.5 or less are not usually felt, but can be recorded by a seismograph, and earthquakes of between magnitude 2.5 to 5.4 are often felt but only cause minor damage • Studies indicate that the fault could have a maximum credible earthquake with a magnitude of 6.5 to 6.7 o Earthquakes between magnitude 6.1 and 6.9 may cause a lot of damage in heavily populated areas Section 3. Concept of Operations
3.1 Planning and Response Considerations
• Prolonged damage control and disaster relief support may be required from other Local government and private organizations, and from the State and Federal governments
• Earthquakes have no advanced warning so public notification of an impending earthquake is not possible • However, aftershocks or other cascading effects of the earthquake may occur, so public messaging may be necessary following an earthquake
• Extensive search and rescue operations may be required to assist trapped or injured persons • Emergency medical care, food, and temporary shelter may be required for injured or displaced persons • Identification and burial of many deceased persons could be necessary • Many families may be separated, especially if the incident occurred during working hours • Emergency operations could be seriously hampered by a loss of communications, damage to transportation routes, and the disruption of public utilities and other public services • Actions may be required to remove debris and clear roadways, demolish unsafe structures, assist in reestablishing public utilities, and provide continuing care and welfare for the affected population • Some people who are directly threatened by an emergency or disaster may ignore, not hear, or not understand protective guidance issued by the government
• A need for increased security of impacted areas of the Town may be necessary • Responders may have critical personal needs of their own during an emergency or disaster • Conduct of ground and aerial surveys to determine the scope of the damage, casualties, and status of key facilities may be necessary
3.2 Increased Readiness
Earthquakes occur without warning. However, aftershocks or other cascading events following an earthquake may be more predictable.
The following should be considered upon occurrence of an earthquake:
• Enhanced staffing
• Adjusting work hours
• Readying equipment and supplies
• Issuing public warnings and protective measures (i.e., aftershock warnings, “drop, cover, hold”) • Reducing non-critical operations
• Consideration of needs of vulnerable populations and pre-emptive action to mitigate impacts
3.3 Response
1. Determine if Emergency Operations Center (EOC) activation is appropriate, and if so, activate the EOC and relevant plans (i.e., Emergency Operations Plan [EOP], Continuity of Operations Plan [COOP], etc.)
2. Coordinate with first responders surrounding immediate life and property saving efforts as well as security of impacted areas and traffic control
3. Determine if disaster declaration should be made
4. Coordinate with County and higher-level government entities to begin establishment of evacuation points, temporary shelters, etc.
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5. Deploy teams to conduct damage assessments and begin debris clearance and repair of damaged infrastructures as possible which pose an immediate danger to public health and safety
6. Begin planning for recovery and consider appropriate time to transition to recovery
3.4 Short Term Recovery
The following should be considerations of the short-term recovery phase:
• Restoration or continuation of government services
• Utility restoration
• Limited debris clearance
• Structural safety and damage assessments
• Critical infrastructure recovery planning
• Sheltering operations (short-term or intermediate to long-term temporary housing) • Resident re-entry
• Sustained public information
• Coordination of donations
• Community and economic restoration
Section 4. Roles and Responsibilities
4.1 Town of Paradise
• Town of Paradise EOC: Responsible for maintaining situational awareness surrounding the incident, issuing public information and warning (including evacuation orders), coordination with first responders and other government entities, and overall coordination of the incident response.
• Town of Paradise Infrastructure and Public Works: Responsible for providing materials, equipment, and personnel for the emergency maintenance and restoration of basic services to the public. Public Works assists in debris removal and provides information on road situations to include open/closed data, bridge status, and general damage. Public Works also deploys road signage.
• Paradise Police Department (PD): Paradise PD is responsible for the overall evacuation and movement of citizens throughout the town when needed as well as the security of impacted areas following an incident. Paradise PD will coordinate with Butte County Sheriff’s Office. Paradise PD will also facilitate re-entry of evacuees or displaced persons back to their homes when it is safe to do so.
4.2 Butte County
• Butte County Office of Emergency Management (OEM): OEM is responsible for providing incident support to local jurisdictions within the County when local response is overwhelmed by the severity of an incident. OEM will coordinate broader support with neighboring jurisdictions, state, and federal government as necessary. • Butte County Public Health Department (BCPHD): BCPHD is responsible for identifying health and medical needs of those impacted by the emergency. BCPHD may also provide public health-related information and education concerning disaster events as well as develop public health regulation and orders resulting from disasters. Lastly, public health will coordinate with the medical examiner for the collection, identification, and interment of deceased victims resulting from disaster events. • Butte County Environmental Health: Butte County Environmental Health is responsible for directing the testing of water systems for pollution in areas directly or indirectly impacted by the earthquake and arranging for potable water in areas adversely affected by water system pollution. Environmental Health will also address failed septic system issues.
4.3 State Government
• California Office of Emergency Services (Cal OES): Cal OES functions as the state coordinating body for preparation, prevention, response, and recovery activities for all hazards within California. Cal OES operates the Master Mutual Aid System to restore order during emergencies with assistance from neighboring law enforcement. Cal OES Coordinates, at the jurisdiction’s request and when deemed appropriate, the establishment of a Disaster Recovery Center (DRC) in lieu of a Local 421
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Assistance Center (LAC). Cal OES may provide financial support for extraordinary eligible costs associated with LAC operations through the California Disaster Assistance Act. • California Department of Forestry and Fire Protection (CAL FIRE): CAL FIRE may provide units and personnel to guide evacuations as well as to perform door-to-door warnings. CAL FIRE may also activate technical rescue teams as appropriate to assist in search and rescue. CAL FIRE may also deploy HazMat teams to provide support during hazardous materials events.
• California Department of Transportation (CalTrans): CalTrans is the state agency responsible for highway, bridge, and rail transportation planning, construction, and maintenance. CalTrans aids in pre-planning, road management, and traffic control and routing. These tasks are also managed in cooperation with Local law and State law enforcement. • California Highway Patrol (CHP): CHP acts to prevent loss of life, injuries, and property damage as a result of traffic collisions by enforcing the California Vehicle Code and other laws to prevent crime. In the event of traffic and emergency incidents, CHP promote safe and efficient movement of people and goods. CHP also has duties to “protect the public, their property, State employees, and the State infrastructure”; which as needed involves collaboration with Local, State and, Federal public safety agencies.
• California National Guard: The National Guard provides support to local authorities for domestic disasters, support to civilian law enforcement agencies, as well as other designated support. • California Environmental Protection Agency (CAL EPA): CAL EPA is charged with developing, implementing and enforcing the state's environmental protection laws that ensure clean air, clean water, clean soil, safe pesticides and waste recycling and reduction. In the event of a major fire, CAL EPA may work alongside the Town or County to identify and address environmental factors that could be potentially harmful to the population.
4.4 Federal Government
• Federal Emergency Management Agency (FEMA): FEMA is the lead Federal agency for consequence management, which entails both preparedness for and dealing with the consequences of a major earthquake. Although the affected State and Local governments have primary jurisdiction for emergencies, a major earthquake causing mass destruction could create havoc beyond their capability to respond. If this were to happen, FEMA would coordinate consequence management activities including measures to alleviate damage, loss, hardship, or suffering caused by the incident; to protect public health and safety; to restore essential government services; and to provide emergency assistance. FEMA would implement the Federal Response Plan, cooperating with State and Local emergency response agencies. Final authority to make decisions on-scene regarding the consequences of the incident (rescue and treatment of casualties, protective actions for the affected community) rests with the local Incident Commander.
• United States Geological Service (USGS): USGS has the Advanced National Seismic System (ANSS) which includes regional and national seismic networks and the National Earthquake Information Center (NEIC). These entities provide rapid reporting of global earthquake information. USGS also provides rapid notification of earthquake events to civil defense and government officials in the affected area, and to the public through the news media. USGS also produces regional assessments of earthquake hazards in conjunction with State and local governments. This information is used by local planners and building officials in setting appropriate building and retrofitting standards in an area government and civil defense officials in planning for disaster recovery professionals conducting detailed site assessments researchers engaged in basic and applied research.
Section 5. Additional Resources
Town/County:
• Town of Paradise EOP and Direction and Control Annex
• Butte County All-Hazard Mitigation Plan for detailed information and maps on the earthquake hazard for the town Other:
• CDC Natural Disaster Guidance
o Earthquakes
• Earthquake Warning California Business Toolkit
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• Cal OES Catastrophic Planning Documents
• Prepare Your Organization for an Earthquake Playbook
• FEMA Earthquake Training (National Earthquake Technical Assistance Program, QuakeSmart, Rapid Observation of Vulnerability and Estimation of Risk, etc.)
• National Earthquake Hazards Reduction Program’s State Assistance Program 423
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Hazardous Materials Incidents
Hazard Specific Appendix
Section 1. Hazard Definition
1.1 Definition
Hazardous materials consist of substances that by their nature, lack of containment, and reactivity, have the capability for inflicting harm. Hazardous materials pose a threat to health and the environment when improperly managed. It can be toxic, corrosive, flammable, explosive, reactive, an irritant, or a strong sensitizer. Hazardous materials substances also include certain infectious agents, radiological materials, oxidizers, oil, used oil, petroleum products, and industrial solid waste substances.
1.2 Causes
• Natural disasters
• Human errors
• Accident
1.3 Primary Effects
• Injury and loss of life (i.e., from release of toxins into the atmosphere and from exposure to toxic vapors, gases, liquids, and solids)
• Damage to the environment (i.e., air, ground, and subsurface water contamination)
1.4 Secondary Effects
• Chemical fires and explosions
• Long-term environmental consequences (i.e., agricultural contamination) • Long-term economic repercussions
• Temporary or long-term displacement of people and animals Section 2. Local Situation
2.1 Probability and Severity
• Geographic extent: Limited
• Probability of future occurrences: Unlikely
• Magnitude/severity: Negligible
• Significance: Low
• Climate Change Influence: Low
2.2 Local Details
• The major generators of this waste in Butte County are haulers that are licensed to pick up used oil from locations in other counties.
o Therefore, the largest sources of hazardous waste important to Butte County are outside of the county. o It is brought in by a licensed hauler and then shipped out for recycling, treatment, or disposal. • Medical wastes are another growing source of hazardous wastes in the county. • Transportation of numerous hazardous materials is increasing on state highways, roads, and interstates which go through the Town of Paradise.
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• Following the Camp Fire, hazardous materials and toxic ash were left and presented a threat to both human health and the environment.
Section 3. Concept of Operations
3.1 Planning and Response Considerations
• Prolonged damage control and disaster relief support may be required from other Local government and private organizations, and from the State and Federal governments
• Emergencies and disasters can occur at any time; therefore, equipment and procedures to alert the public when a hazardous materials event occurs must be in place and ready to use at any time • Mass evacuations may be essential to save lives if warning time should permit • Extensive decontamination operations may be required to assist contaminated individuals • Emergency medical care, food, and temporary shelter may be required for injured or displaced persons • Identification and burial of many deceased persons could be necessary • Many families may be separated, especially if the incident occurred during working hours • Mitigative action may be possible to limit the extent of a hazardous materials release • Some people who are directly threatened by an emergency or disaster may ignore, not hear, or not understand warnings issued by the government
• A need for increased security of impacted areas of the Town may be necessary • Responders may have critical personal needs of their own during an emergency or disaster • The fire department should have identified the types and quantities of chemicals at certain fixed facilities and transportation routes which may pose a potential hazardous materials release • The fire department should receive reports and maintain data on the hazmat inventories at local facilities for use in emergency planning
• Personal protective equipment (PPE) may be necessary for individuals responding to the incident, Town of Paradise Staff, and the public
3.2 Increased Readiness
Because hazardous materials incidents frequently occur without warning, increased readiness actions may not be applicable. However, upon receipt of notification of a hazardous materials incident, the following initial response considerations should be implemented. In addition, advanced warning may be possible for cascading incidents resultant from a hazardous materials release, like chemical fires or explosions. In these cases, the following should be considered for advanced readiness. • Enhanced staffing
• Adjusting work hours
• Readying equipment and supplies
• Issuing public warnings and pre-emptive protective measures • Reducing non-critical operations
• Consideration of needs of vulnerable populations and pre-emptive action to mitigate impacts
3.3 Response
1. Determine if Emergency Operations Center (EOC) activation is appropriate, and if so, activate the EOC and relevant plans (i.e., Emergency Operations Plan [EOP], Continuity of Operations Plan [COOP], etc.)
2. Issue necessary public emergency alerts and warnings, including evacuation or shelter in place orders if appropriate
3. Coordinate with first responders surrounding immediate life and property saving efforts as well as security of impacted areas and traffic control
4. Determine if disaster declaration should be made
5. Coordinate with County and higher-level government entities to begin establishment of evacuation points, temporary shelters, etc.
6. Conduct assessments of the extent of the release and implement initial mitigative actions to prevent further contamination 425
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7. Begin planning for recovery and consider appropriate time to transition to recovery
3.4 Short Term Recovery
The following should be considerations of the short-term recovery phase:
• Restoration or continuation of government services
• Utility restoration
• Limited debris clearance
• Structural safety and damage assessments
• Critical infrastructure recovery planning
• Sheltering operations (short-term or intermediate to long-term temporary housing) • Resident re-entry
• Sustained public information
• Coordination of donations
• Community and economic restoration
• Mitigation against future wildfire events
Section 4. Roles and Responsibilities
4.1 Town of Paradise
• Town of Paradise EOC: Responsible for maintaining situational awareness surrounding the incident, issuing public information and warning (including evacuation orders), coordination with first responders and other government entities, and overall coordination of the incident response.
• Paradise Fire Department/Cal Fire: The fire department is the first responder unit for Hazardous Materials incidents and provides the initial assessment, establishes command, develops objectives, determines the need for protective actions, and requests the BCIHMRT or other resources as required.
• Town of Paradise Infrastructure and Public Works: Responsible for providing materials, equipment, and personnel for the emergency maintenance and restoration of basic services to the public. Public Works assists in debris removal and provides information on road situations to include open/closed data, bridge status, and general damage. Public Works also deploys road signage.
• Paradise Police Department (PD): Paradise PD is responsible for the overall evacuation and movement of citizens throughout the town when needed as well as the security of impacted areas following an incident. Paradise PD will coordinate with Butte County Sheriff’s Office (BCSO). Paradise PD will also facilitate re-entry of evacuees back to their homes when it is safe to do so.
4.2 Butte County
• Butte County Office of Emergency Management (OEM): OEM is responsible for providing incident support to local jurisdictions within the County when local response is overwhelmed by the severity of an incident. OEM will coordinate broader support with neighboring jurisdictions, state, and federal government as necessary. • Butte County Hazardous Materials Response Team: The Butte County Hazardous Materials Response Team is the agency which responds to large scale, emergency hazardous material incidents within the County. This team was organized by the Butte County Fire Chiefs Association brought in through the use of a Joint Powers Agreement (JPA). Team members are provided through various departments from the cities of Chico, Oroville, Biggs, and Gridley; the Town of Paradise; Butte County; and CAL FIRE.
• Butte County Public Health Department (BCPHD): BCPHD is responsible for identifying health and medical needs of those impacted by the emergency including patients evacuating medical care facilities, hospitals, hospices, and long-term care facilities. Public Health will coordinate specialized transportation for evacuees with medical and functional needs and will coordinate care for evacuees whose needs cannot be accommodated in general population shelters. Public Health will also support for individuals at pickup points and provide medical support at designated evacuation assembly areas and pickup 426
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points to perform triage of citizens prior to evacuation if evacuation is warranted. Public Health may also provide public healthrelated information and education concerning disaster events as well as develop public health regulation and orders resulting from disasters. Lastly, public health will coordinate with the medical examiner for the collection, identification, and interment of deceased victims resulting from disaster events.
• Butte County Environmental Health: Butte County Environmental Health is responsible for directing the testing of water systems for pollution in areas directly or indirectly impacted by the wildfire and arranging for potable water in areas adversely affected by water system pollution. Environmental Health will also address failed septic system issues.
4.3 State Government
• California Office of Emergency Services (Cal OES): Cal OES functions as the state coordinating body for preparation, prevention, response, and recovery activities for all hazards within California. Cal OES operates the Master Mutual Aid System to restore order during emergencies with assistance from neighboring law enforcement. Cal OES Coordinates, at the jurisdiction’s request and when deemed appropriate, the establishment of a Disaster Recovery Center (DRC) in lieu of a Local Assistance Center (LAC). Cal OES may provide financial support for extraordinary eligible costs associated with LAC operations through the California Disaster Assistance Act. • California Department of Forestry and Fire Protection (CAL FIRE): CAL FIRE may provide units and personnel to guide evacuations as well as to perform door-to-door warnings. CAL FIRE may also activate technical rescue teams as appropriate to assist in search and rescue.
• California National Guard 95th Civil Support Team: The National Guard provides support to local authorities for domestic disasters, support to civilian law enforcement agencies, as well as other designated support. California National Guard - 95th Civil Support Team In response to Presidential Decision Directive 39, the United States Army created Civil Support Teams to counter chemical/biological terrorist threat. The team managed under the National Guard and directed by the State Adjutant General, is completely self-contained and self-sufficient. The team is operational 24 hours a day, 7 days a week.
4.4 Federal Government
• Federal Emergency Management Agency’s (FEMA’s) Interagency Modeling and Atmospheric Assessment Center (IMAAC):
IMAAC coordinates and disseminates federal atmospheric dispersion modeling and hazard prediction products. These products provide the federal position during actual or potential incidents involving hazardous material releases. Through plume modeling analysis, the IMAAC provides emergency responders with predictions of hazards associated with atmospheric releases to aid in the decision-making process to protect the public and the environment. • Environmental Protection Agency (EPA) National Response Center: The National Response is the mechanism the Federal government uses to respond to a wide range of hazardous materials releases. When a release or spill of oil or a regulated hazardous material exceeds a specified trigger, the organization responsible for the release or spill is required by law to notify the National Response Center at 1-800- 424-8802. This center is run 24 hours a day by the Coast Guard. Once a report is made, the National Response Center immediately notifies a designated On-Scene Coordinator in the region, as well as state, local, tribal, and territorial emergency personnel. The On-Scene Coordinator coordinates with the state, tribe, or territory, other personnel on site, and the Potentially Responsible Party (responsible for the release or spill) to determine the status of the response. The On-Scene Coordinator determines whether, or how much, Federal involvement is necessary and deploys the needed resources. The On-Scene Coordinator also ensures that the cleanup, whether accomplished by industry or Federal, state, local, tribal, or territorial officials, is appropriate, timely, and minimizes human and environmental damage.
Section 5. Additional Resources
Town/County:
• Town of Paradise EOP and Direction and Control Annex
• Butte County All-Hazard Mitigation Plan for detailed information and maps on the hazardous materials hazard for the town • Butte County Hazardous Materials Plan
Other:
• Hazardous Materials Incidents Guidance for State, Local, Tribal, Territorial, and Private Sector Partners 427
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• Department of Homeland Security (DHS) Hazardous Materials Releases • Cal OES Hazardous Materials Tool Kit
• EPA Technical Guidance for Hazardous Analysis, Emergency Planning for Extremely Hazardous Substances 428
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Landslide, Mudslide, and Debris Flow
Hazard Specific Appendix
Section 1. Hazard Definition
1.1 Definition
Landslides occur when masses of rock, earth, or debris move down a slope. Debris flows, also known as mudslides, are a common type of fast-moving landslide that tends to flow in channels.
1.2 Causes/Risk Factors
• Natural disasters such as droughts, rainstorms, earthquakes, avalanches, and volcanic eruptions • Wildfires or human modification where vegetation is destroyed and the area experiences heavy rains • Mining
• Steep slopes and areas at the bottom of slopes or canyons • Slopes that have been altered for construction of buildings and roads • Channels along a stream or river
• Areas where surface runoff is directed
1.3 Primary Effects
• Injury and loss of life
• Damage to property and infrastructure
• Damage to land and loss of natural resources
1.4 Secondary Effects
• Increased risk of flood if rivers are obstructed by rocks and/or debris • Long-term economic repercussions
• Temporary or long-term displacement of people and animals Section 2. Local Situation
2.1 Probability and Severity
• Geographic extent: Significant
• Probability of future occurrences: Likely
• Magnitude/severity: Critical
• Significance: Medium
• Climate Change Influence: Low
2.2 Local Details
• The probability and severity of a landslide/mudslide hazard occurring in the Town of Paradise is categorized as low risk. • Most landslides in Butte County occur on slopes greater than 15 percent, and most new landslides occur in areas that have experienced previous landslides.
• The areas of highest landslide potential are in the mountainous central area of the county where well-developed soils overlay impervious bedrock on steep slopes which at times undergo heavy rainfall. • The slopes around flat uplands, such as Table Mountain, are also highly susceptible to landslides. 429
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Section 3. Concept of Operations
3.1 Planning and Response Considerations
• Prolonged damage control and disaster relief support may be required from other Local government and private organizations, and from the State and Federal governments
• Emergencies and disasters can occur at any time; therefore, equipment and procedures to warn the public of possible landslides or debris flow must be in place and ready to use at any time • Mass evacuations may be essential to save lives if warning time should permit • Extensive search and rescue operations may be required to assist trapped or injured persons • Emergency medical care, food, and temporary shelter may be required for injured or displaced persons • Identification and burial of many deceased persons could be necessary • Many families may be separated, especially if the incident occurred during working hours • Emergency operations could be seriously hampered by a loss of communications, damage to transportation routes, and the disruption of public utilities and other public services • Actions will be required to remove debris and clear roadways, demolish unsafe structures, assist in reestablishing public utilities and provide continuing care and welfare for the affected population • Some people who are directly threatened by an emergency or disaster may ignore, not hear, or not understand warnings issued by the government
• A need for increased security of impacted areas of the Town may be necessary • Responders may have critical personal needs of their own during an emergency or disaster • Conduct of ground and aerial surveys to determine the scope of the damage, casualties, and status of key facilities may be necessary
3.2 Increased Readiness
Upon receipt of information that weather conditions indicate increased likelihood of landslides, mudslides, or debris flow, consider the following:
• Enhanced staffing
• Adjusting work hours
• Readying equipment and supplies
• Issuing public warnings and pre-emptive protective measures • Reducing non-critical operations
• Consideration of needs of vulnerable populations and pre-emptive action to mitigate impacts
3.3 Response
1. Determine if Emergency Operations Center (EOC) activation is appropriate, and if so, activate the EOC and relevant plans (i.e., Emergency Operations Plan [EOP], Continuity of Operations Plan [COOP], etc.)
2. Issue necessary public emergency alerts and warnings, including evacuation orders if appropriate
3. Coordinate with first responders surrounding immediate life and property saving efforts as well as security of impacted areas and traffic control
4. Determine if disaster declaration should be made
5. Coordinate with County and higher-level government entities to begin establishment of evacuation points, temporary shelters, etc.
6. Deploy teams to conduct damage assessments and begin debris clearance and repair of damaged infrastructures as possible which pose an immediate danger to public health and safety
7. Begin planning for recovery and consider appropriate time to transition to recovery
3.4 Short Term Recovery
The following should be considerations of the short-term recovery phase:
• Restoration or continuation of government services
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• Utility restoration
• Limited debris clearance
• Structural safety and damage assessments
• Critical infrastructure recovery planning
• Sheltering operations (short-term or intermediate to long-term temporary housing) • Resident re-entry
• Sustained public information
• Coordination of donations
• Community and economic restoration
• Mitigation against future landslide, mudslide, and debris flow events including seeding of denuded areas, sandbagging, and erection of temporary erosion control measures
Section 4. Roles and Responsibilities
4.1 Town of Paradise
• Town of Paradise EOC: Responsible for maintaining situational awareness surrounding the incident, issuing public information and warning (including evacuation orders), coordination with first responders and other government entities, and overall coordination of the incident response.
• Town of Paradise Infrastructure and Public Works: Responsible for providing materials, equipment, and personnel for the emergency maintenance and restoration of basic services to the public. Public Works assists in debris removal and provides information on road situations to include open/closed data, bridge status, and general damage. Public Works also deploys road signage.
• Paradise Police Department (PD): Paradise PD is responsible for the overall evacuation and movement of citizens throughout the town when needed as well as the security of impacted areas following an incident. Paradise PD will coordinate with Butte County Sheriff’s Office. Paradise PD will also facilitate re-entry of evacuees back to their homes when it is safe to do so.
4.2 Butte County
• Butte County Office of Emergency Management (OEM): OEM is responsible for providing incident support to local jurisdictions within the County when local response is overwhelmed by the severity of an incident. OEM will coordinate broader support with neighboring jurisdictions, state, and federal government as necessary. • Butte County Public Health Department (BCPHD): BCPHD is responsible for identifying health and medical needs of those impacted by the emergency including patients evacuating medical care facilities, hospitals, hospices, and long-term care facilities. Public Health will coordinate specialized transportation for evacuees with medical and functional needs and will coordinate care for evacuees whose needs cannot be accommodated in general population shelters. Public Health will also support for individuals at pickup points and provide medical support at designated evacuation assembly areas and pickup points to perform triage of citizens prior to evacuation if evacuation is warranted. Public Health may also provide public healthrelated information and education concerning disaster events as well as develop public health regulation and orders resulting from disasters. Lastly, public health will coordinate with the medical examiner for the collection, identification, and interment of deceased victims resulting from disaster events.
• Butte County Environmental Health: Butte County Environmental Health is responsible for directing the testing of water systems for pollution in areas directly or indirectly impacted by a landslide or debris flow and arranging for potable water in areas adversely affected by water system pollution. Environmental Health will also address failed septic system issues.
4.3 State Government
• California Office of Emergency Services (Cal OES): Cal OES functions as the state coordinating body for preparation, prevention, response, and recovery activities for all hazards within California. Cal OES operates the Master Mutual Aid System to restore order during emergencies with assistance from neighboring law enforcement. Cal OES Coordinates, at the jurisdiction’s request and when deemed appropriate, the establishment of a Disaster Recovery Center (DRC) in lieu of a Local 431
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Assistance Center (LAC). Cal OES may provide financial support for extraordinary eligible costs associated with LAC operations through the California Disaster Assistance Act. • California Department of Forestry and Fire Protection (CAL FIRE): CAL FIRE may provide units and personnel to guide evacuations as well as to perform door-to-door warnings. CAL FIRE may also activate technical rescue teams as appropriate to assist in search and rescue.
• California Department of Transportation (CalTrans): CalTrans is the state agency responsible for highway, bridge, and rail transportation planning, construction, and maintenance. CalTrans aids in pre-planning, road management, and traffic control and routing. These tasks are also managed in cooperation with Local law and State law enforcement. • California Highway Patrol (CHP): CHP acts to prevent loss of life, injuries, and property damage as a result of traffic collisions by enforcing the California Vehicle Code and other laws to prevent crime. In the event of traffic and emergency incidents, CHP promote safe and efficient movement of people and goods. CHP also has duties to “protect the public, their property, State employees, and the State infrastructure”; which as needed involves collaboration with Local, State and, Federal public safety agencies.
• California National Guard: The National Guard provides support to local authorities for domestic disasters, support to civilian law enforcement agencies, as well as other designated support. • California Geological Service (CGS): CGS is the State of California’s geologic agency tasked with providing scientific information and services about California’s geology, seismology, and mineral resources. CGS has performed extensive mapping through their Landslide Inventory Map Series, which show the locations and characteristics of past landslides. These maps can delineate potential slope stability problem areas. CGS regularly works with Cal OES during and immediately following slide incidents and would potentially work with the Town following major slides within Town boundaries.
4.4 Federal Government
• Federal Emergency Management Agency (FEMA): In large incidents that exhaust Local and State resources, FEMA is the lead Federal agency for consequence management. If an incident extends beyond local and state response capabilities, FEMA would coordinate consequence management activities including measures to alleviate damage, loss, hardship, or suffering caused by the incident; to protect public health and safety; to restore essential government services; and to provide emergency assistance. FEMA would implement the Federal Response Plan, cooperating with State and Local emergency response agencies. Final authority to make decisions on-scene regarding the consequences of the incident (rescue and treatment of casualties, protective actions for the affected community) rests with the local Incident Commander. FEMA also provides individual assistance directly to individuals at FEMA Disaster Recovery Centers. Additionally, FEMA offers public assistance to support state and local government recovery including reimbursements for emergency animal evacuation and sheltering activities.
• National Weather Service (NWS): The NWS improves weather decision services for events that threaten lives and livelihoods.
Their weather forecasts can assist agencies making decisions regarding rescue and response efforts and can warn stakeholders of coming storms and precipitation that might increase the likelihood of slides and mudflows. The weather Service routinely participates on citywide conference calls and briefs staff on the impending weather forecast in order to assess whether rain forecasts will spurn potential debris flows in recent burn areas within the Town of Paradise. • United Geological Service (USGS): The USGS is a science organization with the U.S. Government that provides information regarding ecosystems, the environment, natural resources, and natural hazards. Their Landslide Hazards Program gathers information and conducts research in to slide hazards and slide incidents so as to expand public knowledge. In a slide incident within Town of Paradise, USGS would potentially assist with mapping and geophysical information.
Section 5. Additional Resources
Town/County:
• Town of Paradise EOP and Direction and Control Annex
• Butte County All-Hazard Mitigation Plan for detailed information and maps on the landslide/mudslide hazard for the town Other:
• CDC Natural Disaster Guidance
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Hazard Specific Appendixes
o Landslides
• USGS Landslide Hazards Data and Tools
• USGS The Landslide Handbook – A Guide to Understanding Landslides • USGS Landslide Preparedness
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Invasive Species
Hazard Specific Appendix
Section 1. Hazard Definition
1.1 Definition
An invasive species is an organism that causes ecological or economic harm in a new environment where it is not native. An invasive species can be any kind of living organism—an amphibian (like the cane toad), plant, insect, fish, fungus, bacteria, or even an organism’s seeds or eggs—that is not native to an ecosystem and causes harm. Species that grow and reproduce quickly, and spread aggressively, with potential to cause harm, are given the label “invasive.”
1.2 Causes
• Globalization
• Spread of new species via trade, transport, and travel • Climate change
1.3 Primary Effects
• Environmental consequences
o Native species decline
o Damage to native fisheries
o Resource competition
o Habitat alteration
• Public health impacts
o Infection of humans with new diseases
o Vector-led disease spread
1.4 Secondary Effects
• Long-term economic repercussions
• Decreased agricultural productivity
• Loss of property values
• Interruption to public utility operations
• Decreased tourism and outdoor recreation
• Increased frequency and intensity of wildfire (due to altered carbon and nitrogen cycles) Section 2. Local Situation
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2.1 Probability and Severity
• Aquatic:
o Geographic extent: Limited
o Probability of future occurrences: Unlikely
o Magnitude/severity: Limited
o Significance: Low
o Climate Change Influence: Medium
• Pets/Plants
o Geographic extent: Limited
o Probability of future occurrences: Unlikely
o Magnitude/severity: Negligible
o Significance: High
o Climate Change Influence: Low
2.2 Local Details
• The number one industry in Butte County is agriculture; thus, the severity of an invasive species incident would be high as the economic repercussions may be severe
• Throughout Butte County, 1,216 traps were placed to detect the presence of the pest: Gypsy Moth, Mediterranean Fly, Japanese and Khapra Beetle, Oriental, Melon and Olive Fruit Flies and Glassy-winged Sharpshooter and 1,873 Olive Fruit Flies were trapped during this response
• Pest eradication for the Spotted Kanpweed, Diffuse Knapweed, Hoary Cress, Perennial Peppergrass, White Horsenettle, Skeleton Weed and Dyer’s Woad is controlled by a combination of mechanical and chemical methods at 52 sites throughout the County
• In 2020, the Town of Paradise experienced an infestation of Broom weed, an invasive species that began growing due to a warm, dry spring and became worse because of later rains o The weeds posed a fire hazard and were an obstacle for development and cleanup of the Town from the Camp Fire • Also in 2020, California Department of Food and Agriculture (CDFA) warned the public of “mysterious and unsolicited seed” shipments from China
o The seed packages were labeled as jewelry, toys, or other items and were shipped through homeowners throughout the US, including Butte County
Section 3. Concept of Operations
3.1 Planning and Response Considerations
• Effective preparedness, mitigation, response, and recovery for an invasive species incident will require the participation and coordination of many levels of government, private sector entities, and the pubic • Once a species becomes widespread, the cost to control it will more than likely require significant and sustained funding • Early detection and rapid response (EDRR) may be a cost-effective strategy to locate, contain, and eradicate invasive species early in the invasion process in order to minimize ecological and economic impacts of non-indigenous species • Successful prevention will reduce the rate of introduction and establishment and thereby reduce the impacts of invasive species
• One essential element to prevention is identifying the high-risk pathways that facilitate introductions of invasive species and implementing actions to impede those introductions
• Other critical elements include using effective management tools to reduce unintentional introductions and using risk assessment for both intentional and accidental introductions of non-native species • Baseline data and monitoring systems are required in order to evaluate the success of preventative measures • Another critical element to rapid response is having the infrastructure in place to quickly implement management actions while new invasions can still be eradicated or contained
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3.2 Increased Readiness
Upon receipt of information that an invasive species has been identified, consider the following:
• Enhanced staffing
• Engaging invasive species subject matter experts through government partnerships or private contracting • Adjusting work hours
• Readying equipment and supplies
• Beginning information campaigns surrounding the invasive species, what the public can do, and what the government is doing • Reducing non-critical operations
3.3 Response
1. Assess public health and environmental impacts of invasive species incident
2. Determine if Emergency Operations Center (EOC) activation is appropriate, and if so, activate the EOC and relevant plans (i.e., Emergency Operations Plan [EOP], Continuity of Operations Plan [COOP], etc.)
3. Issue necessary public information and sustain messaging and outreach campaigns throughout the response
4. Coordinate with higher level governments, non-governmental organizations (NGOs), private entities, and others as necessary to facilitate a comprehensive and coordinated response
5. Begin planning for recovery and consider appropriate time to transition to recovery
3.4 Short Term Recovery
The following should be considerations of the short-term recovery phase:
• Restoration or continuation of government services
• Agricultural and environmental recovery
• Sustained public information
• Community and economic restoration
• Mitigation against future invasive species events
Section 4. Roles and Responsibilities
4.1 Town of Paradise
• Town of Paradise EOC: Responsible for maintaining situational awareness surrounding the incident, issuing public information and warning (including evacuation orders), coordination with first responders and other government entities, and overall coordination of the incident response.
• Paradise Police Department (PD): Paradise PD may be responsible for securing areas impacted by invasive species.
4.2 Butte County
• Butte County Office of Emergency Management (OEM): OEM is responsible for providing incident support to local jurisdictions within the County when local response is overwhelmed by the severity of an incident. OEM will coordinate broader support with neighboring jurisdictions, state, and federal government as necessary. • Butte County Public Health Department (BCPHD): BCPHD is responsible for identifying health and medical needs of those impacted by the emergency. BCPHD may also provide public health-related information and education concerning disaster events as well as develop public health regulation and orders resulting from disasters. • Butte County Environmental Health: Butte County Environmental Health will lead the response to invasive species events, providing technical expertise and resources to respond to the impact of invasive species events. If invasive species events have a wider impact on agricultural products, animals, and the public health at large, Environmental Health will engage and coordinate with PCPHD.
4.3 State Government
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• California Department of Forestry and Fire Protection (CAL FIRE): CAL FIRE may assist the response in utilizing controlled burns to manage invasive species event and mitigate future occurrences of invasive species events. • California Department of Fish and Wildlife (CDFW): CDFW has the Invasive Species Program to reduce the negative effects of non-native invasive species on the wildlands and waterways of California. CDFW and the Invasive Species Program is involved in efforts to prevent the introduction of these species into the state, detect and respond to introductions when they occur, and prevent the spread of invasive species that have become established. • Invasive Species Council of California (ISCC): The ISCC represents the highest level of leadership and authority in state government regarding invasive species. The ISCC is an inter-agency council that helps to coordinate and ensure complementary, cost-efficient, environmentally sound and effective state activities regarding invasive species. The ISCC includes the California Department of Food and Agriculture (CDFA), the California Natural Resources Agency, the California Environmental Protection Agency (CalEPA), the California State Transportation Agency (CalSTA), the California Health and Human Services Agency (CalHHS), and the California Office of Emergency Services (CalOES).
4.4 Federal Government
• United States Department of Agriculture (USDA): USDA is typically the federal coordinating agency for invasive species events. In the event of an outbreak of an economically devastating plant pest or disease, the grower and/or the State landgrant university diagnostic laboratory or State Department of Agriculture diagnostic laboratory notifies the State Plant Regulatory Official and the Federal State Plant Health Director. The Director then notifies the Plant Protection and Quarantine program’s regional and headquarters offices. y Prior to initiation of an emergency response, the suspect specimen must be confirmed by a specialist recognized as an authority by the Plant Protection and Quarantine program’s National Identification Services unit. Once confirmed as a plant pest of significant economic consequence, the appropriate Plant Protection and Quarantine Regional Director and the Assistant Deputy Administrator for Emergency and Domestic Programs notify the State Plant Regulatory Official and the State Plant Health Director in the State of origin. The Plant Protection and Quarantine program then notifies the National Plant Board of the confirmation, and all trading partners are informed. • Department of Homeland Security (DHS): DHS coordinates with the Infrastructure Liaison concerning all issues regarding the recovery and restoration of the associated critical infrastructure sector supported by the ESF (agriculture and natural resources), including the allocation and prioritization of resources, demographic information about the disaster area, and private sources of food. DHS provides additional support in interdicting adulterated products in transport and at ports of entry; subject-matter expertise and technical assistance (e.g., Customs and Border Protection Agricultural Specialists); and air and transport services (e.g., the U.S. Coast Guard), as needed, for personnel and laboratory samples. • Federal Emergency Management Agency (FEMA): FEMA within Emergency Support Function (ESF #11) works with other federal agencies to control and eradicate outbreaks of animal/zoonotic disease, exotic plant pests, or invasive plant pest infestations. FEMA also contributes to the protection of natural and cultural resources. • Environmental Protection Agency (EPA): EPA provides surge capacity for laboratory and diagnostic support. EPA works with USDA, the Department of Health and Human Services (HHS), and the private sector to identify suitable and available antimicrobial and other pesticides to be used to treat and decontaminate crops, environmental surfaces, and water. EPA approves the use of these pesticides.
• United States Army Corps of Engineers: The US Army Corps of Engineers provides expertise and resources to assist in the removal and disposal of contaminated and noncontaminated debris, to include animal carcasses and debris.
Section 5. Additional Resources
Town/County:
• Town of Paradise EOP and Direction and Control Annex
• Butte County All-Hazard Mitigation Plan for detailed information and maps on the invasive species hazards for the Town Other:
• EPA Invasive Non-Native Species Resources and Guidance • California Invasive Species Advisory Council
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• List of Pests of Significant Importance to Public Health • General Impacts of Invasive Species
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Public Health/Epidemic
Hazard Specific Appendix
Section 1. Hazard Definition
1.1 Definition
Public health disasters may refer to one of three distinct phenomena. Firstly, public health issues with calamitous or devastating social consequences such as infectious disease outbreaks. Secondly, it may refer to the attendant public health impacts of natural or manmade disasters. Thirdly, public health disasters may refer to currently latent, “silent”, or low prevalence public health issues with the potential to rapidly acquire pandemic capacities.
A public health emergency is a defined as "an occurrence or imminent threat of an illness or health condition, caused by bio terrorism, epidemic or pandemic disease, or an infectious agent or biological toxin, that poses a substantial risk to humans by either causing a significant number of human fatalities or permanent or long-term disability." Public health emergencies also include influenza, or “the Flu”.
Key public health disasters include pandemics and epidemics. An epidemic is a widespread occurrence of an infectious disease in a community at a particular time. A pandemic is an epidemic of global proportions.
1.2 Causes
• Infectious disease outbreak
• Bioterrorism and other terrorist attacks
• Natural disasters
1.3 Primary Effects
• Illness and death
• Supply chain disruption
• Public fear and distress
• Government and business disruption
1.4 Secondary Effects
• Widening societal divides and stronger structural inequalities • Advancement of other chronic diseases
• Long-term economic repercussions
• Lasting mental health challenges
• Lack of trust in government
Section 2. Local Situation
2.1 Probability and Severity
• Probability of future occurrences: Moderate
• Magnitude/severity: Moderate
2.2 Local Details
• From 1995 to 2003 there have been reported 98 cases of Lyme disease in the county • The first California recorded death from West Nile Virus in 2006 occurred in Butte County 439
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o In 2005 there was the presence of West Nile Virus infecting 25 humans, 79 birds, 53 sentinel chickens, and 7 horses o Outbreaks were localized and controlled
• The 2019 coronavirus pandemic underscored the potential severity of a public health emergency o In Butte County, there were 39,822 COVID-19 cases and 411 deaths from the start of the pandemic up until April 29, 2022
Section 3. Concept of Operations
3.1 Planning and Response Considerations
• A serious seasonal or pandemic flu or another virus is inevitable, but when it may occur cannot be predicted • A serious seasonal or pandemic flu or other virus is likely to affect everyone in Town of Paradise, Butte County, California, and the United States, and can greatly impact “business as usual” in any sector of society or government • A serious seasonal or pandemic flu or other virus will place a great strain on existing health care resources and will rapidly take on substantial political, social, and economic dimensions • Because of high rates of international travel and many ports of entry in the country at large, there may be very little time between the identification of a new virus and human cases of the virus in the United States • Outbreaks are expected to occur simultaneously throughout much of the United States, limiting mutual assistance and the potential to utilize resources provided by neighboring cities, counties, and states • Properties of the novel virus, including virulence, principal mode of transmission, timing and duration of viral shedding, and attack rate in different risk groups may differ from those of seasonal virus strains and will be unknown until the novel virus emerges and its impact is assessed
• Special and vulnerable populations should be assessed and included within the planning, response, containment, and recovery process
• A pandemic is likely to occur in waves of infection, each wave lasting approximately eight to 12 weeks and separated by weeks of inactivity; an influenza pandemic could last from 18 months to several years • Antiviral medications may be in limited supply and/or resistant to the virus • Planning for continuity of governance at the state and local levels and continuity of operations (for the private sector) is an essential component of pandemic preparedness
• There is a strong likelihood that other disasters will occur within a public health emergency, as they are frequently long-term in nature; as such, governments must plan for how to respond to a “disaster within a disaster” (i.e., non-congregate sheltering) • Burial of many deceased persons could be necessary and coroner capacity is likely to be overwhelmed • Some people may ignore, not hear, or not understand guidance issued by the government • Responders may have critical personal needs of their own during an emergency or disaster
3.2 Increased Readiness
Upon receipt of information that an epidemic or pandemic event may be possible:
• Enhanced staffing
• Adjusting work hours
• Readying equipment and supplies
• Issuing public information
• Reducing non-critical operations
• Consideration of needs of vulnerable populations and pre-emptive action to mitigate impacts • Pre-emptively ordering resources to mitigate potential supply chain disruptions
3.3 Response
1. Determine if Emergency Operations Center (EOC) activation is appropriate, and if so, activate the EOC and relevant plans (i.e., Emergency Operations Plan [EOP], Continuity of Operations [COOP], etc.) 440
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2. Begin issuance of public information and guidance through the amplification of public information messages developed and disseminated by Butte County Public Health Department (BCDPH)
3. Determine if disaster declaration is necessary
4. Coordinate with BCDPH, Butte County Office of Emergency Management (OEM), and other county, state, and federal agencies as necessary throughout the duration of the response
5. Begin planning for recovery and consider appropriate time to transition to recovery
3.4 Short Term Recovery
The following should be considerations of the short-term recovery phase:
• Restoration or continuation of government services
• Sustained public information
• Community and economic restoration
Section 4. Roles and Responsibilities
4.1 Town of Paradise
• Town of Paradise EOC: Responsible for maintaining situational awareness surrounding the incident, issuing public information and warning (including evacuation orders), coordination with first responders and other government entities, and overall coordination of the incident response.
4.2 Butte County
• Butte County Office of Emergency Management (OEM): OEM is responsible for providing incident support to local jurisdictions within the County when local response is overwhelmed by the severity of an incident. OEM will coordinate broader support with neighboring jurisdictions, state, and federal government as necessary. • Butte County Department of Public Health (BCDPH): BCDPH is the lead department for the county’s response to a public health emergency. BCDPH will work closely with local jurisdictions such as the Town of Paradise to ensure that: planning efforts are consistent throughout the County; official information will be provided to the jurisdictions in a timely manner; pharmaceutical distribution planning, training and exercising is conducted; and the organization is Standardized Emergency Management System/National Incident Management System (SEMS/NIMS) compliant. OEM and BCPDH would coordinate personnel and material resource acquisition and distribution in coordination with local, state, and federal agencies. In addition, potential pharmaceutical distribution sites have been identified in each locale within Butte County to assist in dispensing pharmaceuticals or vaccines if there is a credible public health threat.
4.3 State Government
• California Office of Emergency Services (Cal OES): Cal OES functions as the state coordinating body for preparation, prevention, response, and recovery activities for all hazards within California. Cal OES operates the Master Mutual Aid System to restore order during emergencies with assistance from neighboring law enforcement. Cal OES Coordinates, at the jurisdiction’s request and when deemed appropriate, the establishment of a Disaster Recovery Center (DRC) in lieu of a Local Assistance Center (LAC). Cal OES may provide financial support for extraordinary eligible costs associated with LAC operations through the California Disaster Assistance Act. • California Department of Public Health (CDPH): CDPH is the state agency responsible for protecting and ensuring the health of Californians. CDPH manages Branches, Divisions, and Laboratories to support the response to and recovery from pandemic emergencies.
• California National Guard: The National Guard provides support to local authorities for domestic disasters, support to civilian law enforcement agencies, as well as other designated support.
4.4 Federal Government
• Department of Homeland Security (DHS): DHS maintains one vital mission: to secure the nation from the many threats we face and ensure a homeland that is safe, secure, and resilient against terrorism and other hazards. DHS prevents terrorism and enhances national security, secures and manages federal borders and ensures resilience to disasters. 441
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• Federal Emergency Management Agency (FEMA): FEMA is the lead agency for consequence management, which entails both preparedness for and dealing with the consequences of any incident that has large-scale impacts on the public. Although the affected State and local governments have primary jurisdiction for emergencies, a pandemic could stress the local healthcare system to the point of it being unable to effectively meet the 29 demands of the incident. In case of a pandemic emergency requiring more resources than the local jurisdiction can provide, requests for assistance will first go to the County level then to the State of California. If a pandemic incident exceeds the ability of the State to effectively manage and respond to, requests for assistance from the federal government may be required. FEMA is the lead Federal agency for providing assistance to State, Tribal, and local governments.
• Department of Health and Human Services (HHS): HHS is the United States government’s agency for protecting the health of Americans and providing essential health services. In a pandemic emergency, HHS provides guidance for health care providers, primary physicians, with information on clinical diagnosis and treatment of illnesses during pandemic emergencies. • Centers Disease Control and Prevention (CDC): The CDC is one of the major operating components of the HHS. The CDC Emergency Preparedness and Response website is CDC’s primary source of information and resources for preparing for and responding to public health emergencies. The CDC provides surveillance tools to monitor the state of health in the nation.
These surveillance tools are crucial in the discovery and assessment of public health emergencies:
o National Notifiable Diseases Surveillance System (NNDSS) NNDSS is a public health disease surveillance system that allows health officials monitor the occurrence and spread of diseases. Data is published in weekly and annual Morbidity and Mortality Weekly Report (MMWR).
o The Strategic National Stockpile (SNS) The SNS is the pharmaceutical and vaccine stockpile to counter potential biological and chemical threats and threats from widespread diseases that could affect large numbers of persons in the civilian population. The SNS is managed jointly by the Department of Homeland Security (DHS) and HHS.
Section 5. Additional Resources
Town/County:
• Town of Paradise EOP and Direction and Control Annex
Other:
• National Pandemic Strategy
• Community Assessment for Public Health Emergency Response • California Public Health and Medical Emergency Operations Manual • Public Health Emergency Preparedness and Response Capabilities: National Standards of State, Local, Tribal, and Territorial Public Health
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Transportation Incident
Hazard Specific Appendix
Section 1. Hazard Definition
1.1 Definition
Transportation incidents include accidents involving all types of transportation modalities, including aviation, surface (road, rail, and pipeline), and marine.
1.2 Causes
• Aviation incidents
o Pilot error
o Air traffic controller error
o Design and manufacturer defects
o Maintenance failures
o Sabotage
o Inclement weather
• Rail
o Derailments
o Mechanical failure
o Human error
o Sabotage
• Truck/Freight
o Truck driver fatigue
o Distracted and inexperienced drivers
o Poor truck maintenance
o Overloaded cargo
o Speeding and reckless driving
o Weather conditions
o Road conditions
1.3 Primary Effects
• Injury and loss of life
• Damage to property and infrastructure
• Air or ground vehicles may make direct impact with industrial buildings or impact normal street traffic
1.4 Secondary Effects
• Explosions from a disabled aircraft may result in intense fires • Overturned rail cars or large trucks may contain hazardous materials which can lead to public health impacts, chemical fires, and explosions
Section 2. Local Situation
2.1 Probability and Severity
• Probability of future occurrences: Moderate
• Magnitude/severity: Moderate to High
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2.2 Local Details
• The Butte County area has an active air space, so air crash incidents are no longer a probability, but are a reality o The skies above the Town of Paradise are occupied by aircraft originating and departing from the Paradise Skypark, which is located parallel to State Route 191 and south of the town o Numerous other airports, including Chico Municipal Airport, Oroville Municipal Airport, and others are in vicinity to the Town of Paradise
o On February 9, 2022, a plane attempting to land at Paradise Airport crashed short of the runway, leaving the pilot injured and substantially damaging the plane
• The Union Pacific Railroad Company maintains approximately 100 miles of railroad tracks in Butte County o Union Pacific provides transportation services to manufacturing industries, lumber mills, quarries, and agricultural producers
o Passenger rail services is provided by Amtrack with a station in Chico • The main road through the Town of Paradise and Paradise’s link with Chico is know as The Skyway o Paradise is connected to Oroville via Highway 191, otherwise known as Clark Road o There is routine, heavy truck traffic and the potential for highway accidents involving one or more trucks carrying volatile cargo
o Chain reaction accidents on Clark Road in Paradise must also be considered as the events can quickly grow into localized disasters
o These incidents may expand into catastrophic incidents involving hazardous materials, mass casualties, fire, and transportation disruption
Section 3. Concept of Operations
3.1 Planning and Response Considerations
• Prolonged damage control and disaster relief support may be required from other Local government and private organizations, and from the State and Federal governments
• Emergencies and disasters can occur at any time; therefore, equipment and procedures to warn the public of transportation incidents (i.e., of road closures, to avoid the impacted area, of cascading impacts, etc.) must be in place and ready to use at any time
• Mass evacuations may be essential to save lives if warning time should permit for hazardous materials releases, fires, or explosions resulting from a transportation incident
• Extensive rescue operations may be required to assist trapped or injured persons • Identification and burial of many deceased persons could be necessary • Emergency operations could be seriously hampered by damage to transportation routes • Actions may be required to remove debris and clear roadways and demolish impacted structures • Some people who are directly threatened by an emergency or disaster may ignore, not hear, or not understand warnings issued by the government
• A need for increased security of impacted areas of the Town may be necessary
3.2 Increased Readiness
Transportation incidents typically occur with no advanced warning. However, cascading events such as fires or explosions may allow for increased readiness. As such, the following actions should be considered upon notification of a transportation incident. • Enhanced staffing
• Adjusting work hours
• Readying equipment and supplies
• Issuing public information
• Reducing non-critical operations
• Consideration of needs of vulnerable populations and pre-emptive action to mitigate impacts 444
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3.3 Response
1. Determine if Emergency Operations Center (EOC) activation is appropriate, and if so, activate the EOC and relevant plans (i.e., Emergency Operations Plan [EOP], Continuity of Operations [COOP], etc.)
2. Coordinate with first responders surrounding immediate life and property saving efforts as well as security of impacted areas and traffic control
3. Determine if disaster declaration should be made
4. Coordinate with County and higher-level government entities if local response capacity is overwhelmed
5. Deploy teams to conduct damage assessments and begin debris clearance and repair of damaged infrastructures as possible which pose an immediate danger to public health and safety
6. Begin planning for recovery and consider appropriate time to transition to recovery
3.4 Short Term Recovery
The following should be considerations of the short-term recovery phase:
• Restoration or continuation of government services
• Limited debris clearance
• Structural safety and damage assessments
• Critical infrastructure recovery planning
• Sustained public information
• Mitigation against future transportation incidents
Section 4. Roles and Responsibilities
4.1 Town of Paradise
• Town of Paradise EOC: Responsible for maintaining situational awareness surrounding the incident, issuing public information and warning (including evacuation orders), coordination with first responders and other government entities, and overall coordination of the incident response.
• Town of Paradise Infrastructure and Public Works: During transportation incidents, public works is the primary department responsible for leading the incident response. Public Works is responsible for providing materials, equipment, and personnel for the emergency maintenance and restoration of basic services to the public. Public Works assists in debris removal and provides information on road situations to include open/closed data, bridge status, and general damage. Public Works also deploys road signage.
• Paradise Police Department (PD): Paradise PD is responsible for the overall evacuation and movement of citizens throughout the town when needed as well as the security of impacted areas following an incident. Paradise PD will coordinate with Butte County Sheriff’s Office (BCSO).
4.2 Butte County
• Butte County Office of Emergency Management (OEM): OEM is responsible for providing incident support to local jurisdictions within the County when local response is overwhelmed by the severity of an incident. OEM will coordinate broader support with neighboring jurisdictions, state, and federal government as necessary. • Butte County Public Health Department (BCPHD): BCPHD Health is responsible for identifying health and medical needs of those impacted by the emergency. BCPHD may also provide public health-related information and education concerning disaster events as well as develop public health regulation and orders resulting from disasters. Lastly, BCPHD will coordinate with the medical examiner for the collection, identification, and interment of deceased victims resulting from disaster events.
4.3 State Government
• California Office of Emergency Services (Cal OES): Cal OES functions as the state coordinating body for preparation, prevention, response, and recovery activities for all hazards within California. Cal OES operates the Master Mutual Aid System 445
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to restore order during emergencies with assistance from neighboring law enforcement. Cal OES Coordinates, at the jurisdiction’s request and when deemed appropriate, the establishment of a Disaster Recovery Center (DRC) in lieu of a Local Assistance Center (LAC). Cal OES may provide financial support for extraordinary eligible costs associated with LAC operations through the California Disaster Assistance Act. • California Department of Transportation (CalTrans): CalTrans is the state agency responsible for highway, bridge, and rail transportation planning, construction, and maintenance. CalTrans aids in pre-planning, road management, and traffic control and routing. These tasks are also managed in cooperation with Local law and State law enforcement. • California Highway Patrol (CHP): CHP acts to prevent loss of life, injuries, and property damage as a result of traffic collisions by enforcing the California Vehicle Code and other laws to prevent crime. In the event of traffic and emergency incidents, CHP promote safe and efficient movement of people and goods. CHP also has duties to “protect the public, their property, State employees, and the State infrastructure”; which as needed involves collaboration with Local, State and, Federal public safety agencies.
4.4 Federal Government
• Federal Emergency management Agency (FEMA): FEMA provides timely funding for activation under Stafford Ac for eligible Emergency Support Function 1 (transportation) activities. FEMA ensures the availability of accessible transportation options for individuals with disabilities and others with access and functional needs during mass evacuations. FEMA also identifies transportation modes and capabilities for all populations, including individuals located in hospitals and nursing homes, and individuals with disabilities and others with access and functional needs. Lastly, FEMA provides contracted, managed, multifunctional medical support resources and capabilities as needed in support of Federal assistance through FEMA’s National Evacuation Program.
• Department of Transportation (DOT): DOT works with primary and support agencies, local and state transportation departments, and industry partners; as well as with input from the National Infrastructure Coordinating Center and Transportation Security Operations Center, to assess and report the damage to the transportation infrastructure; and analyzes the impact of the incident on transportation operations nationally and regionally. DOT coordinates and implements, as required, emergency-related response and recovery functions performed under DOT statutory authorities. This includes management of the airspace within and surrounding the disaster-impacted area; emergency highway funding for Federally owned highways and highways on the Federal Aid System; hazardous material movement; and damage assessment, including safety- and security-related actions. DOT provides technical assistance to local, state, tribal, territorial, insular area, and Federal Government entities in determining the most viable transportation networks to, from, and within the incident area, as well as availability of accessible transportation.
• Federal Aviation Administration (FAA): The FAA is the agency of the US DOT responsible for the regulation and oversight of civil aviation within the U.S., as well as operation and development of the National Airspace System. Its primary mission is to ensure safety of civil aviation. Following an aircraft incident, the FAA will investigate the incident.
Section 5. Additional Resources
Town/County:
• Town of Paradise EOP and Direction and Control Annex
Other:
• DOT Transportation Rail Incident Preparedness and Response: High Hazmat Flammable Trains • CalTrans Traffic Incident Management System Resources 446
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Terrorism
Hazard Specific Appendix
Section 1. Hazard Definition
1.1 Definition
The Federal Bureau of Investigation (FBI) defines terrorism as the unlawful use of force or violence against persons or property to intimidate or coerce a government, the civilian population, or any segment thereof, in furtherance of political or social objectives. The US Federal Criminal Code defines terrorism as activities that involve violent or life threatening acts that are a violation of the criminal laws of the United States or of any State and appear to be intended to 1) intimidate or coerce a civilian population; 2) influence the policy of a government by intimidation or coercion; or 3) affect the conduct of a government by mass destruction, assassination, or kidnapping and which occur primarily within the territorial jurisdiction of the US. Terrorism can be either domestic or international.
1.2 Potential Types of Terrorism Incidents
• Active shooter incident
• Knife attack
• Vehicle Ramming
• Hostage situation
• Agroterrorism
• Cyber attack
• Train derailment hijacking
• Airplane hijacking
• Bombing/improvised explosive device (IED)
• Chemical/biological attack
• Radiological/nuclear attack
• Weaponized drone
• Fire as a means of terrorism
• Critical Infrastructure Attack