Pleasanton City Council
September 16, 2025

The 2025 budget included a full-time Executive Director and full-time Events Director.

Historically, the PDA has operated with 3 full-time staff members. We eliminated the Operations Director/Office Manager position before the end of 2024 and did not have the budget to replace this position back to a full-time staff member in 2025. Funds were instead shifted towards other necessary expenses to keep the organization running.

In October 2020, City Council approved a deferral of the PDA rent through December 2021. The PDA continues to pay rent to the City, plus the additional deferral amount of $383.06 each month. The rent is increased each year based on the CPI-adjusted rate.

The PDA is extremely event-dependent for ongoing operational funding, and this will be amplified in 2026. Event income will become more critical for the organization, and we will need to be very cognitive of which events are income-producing for the PDA. Despite a decrease in staffing, we plan to bring a minimum of six new family-friendly and free community events to the heart of Pleasanton in 2026 to continue shining a light on our charming downtown and vitality to small businesses. We will not have to significantly limit the number of Concerts in the Park in 2026 as we did in 2025 due to the construction scheduled for Lions Wayside Park.

This will have a positive impact on the budget as well since we will have greater sponsorship opportunities for the concerts in June - August 2026.

Listed below are the events we plan to bring in 2026:

March 14 - St. Patrick’s Day Brew Crawl
April 4 - Bunny Hop
May 16 - Wine Stroll
June 5-7 - Weekends on Main: Hot Rod Row + Thrift Market (NEW!) June 5 - August 28 - Concerts in the Park (Lions Wayside Park) June 9 / 23- Movies in the Park (NEW!)
July 14 / 28 - Movies in the Park (NEW!)
September 12 - Forkful Culinary Stroll
September 19 - Country FEST (NEW!)
October 2-4 - Weekends on Main: Art Walk (NEW!), Pleasanton Palooza, BMX Bike Fest October 1-18 - Pumpkins on Main
November 28 - Small Business Saturday
December 4 - Magical Holiday Lane
December 1-15 - Downtown Holiday Decorating Window Contest (NEW!) December 12 - Spirit & Sweater Stroll
The PDA is committed to moving forward with the best interests of Downtown Pleasanton and the incredible businesses within the District at the forefront of our decision making.

Pleasanton Downtown Association
2026 Budget
Income

Category Amount
BID Membership $140,000
City Contract $80,000
Farmers Market $20,000
Corp. Sponsors $35,000
Pleasanton Downtown Foundation $10,000
Associate Membership $3,000
Total Income $288,000

Event Income

Event Revenue
Concerts in The Park $5,000
Halloween Brew Crawl $40,000
St. Patrick's Day Brew Crawl $40,000
Summer Wine Stroll $35,000
Forkful $8,000
Totally Mimosa $6,000
Children's Events $4,000
Weekends on Main $1,000
Movies in The Park $2,000
Holiday Spirit Stroll $30,000
Total Gross Event Revenue $171,000

Gross Income: $459,000

Expenses

Category Amount
Annual Meeting $500
Audit $8,000
Beautification and Revitalization $10,000

Board Expense $500
Dues & Subscriptions $5,000
Licensing & Permits $1,000
Marketing, Advocacy & Partnerships $25,000
Member Expense $500
Insurance $30,000
Meals $500
Misc $250
Office Cleaning $1,000
Office Supplies $1,800
Executive Director (Payroll) $105,000
Events Manager (Payroll) $75,000
Bookkeeping (Payroll) $12,000
Part Time Office Manager (Payroll) $10,000
Payroll Taxes & Expenses $10,000
Pest Control $900
Postage & Delivery $500
Concerts in The Park (Event) $7,000
Halloween Brew Crawl (Event) $7,500
St. Patrick's Day Brew Crawl (Event) $7,500
Summer Wine Stroll (Event) $6,000
Children's Events (Event) $2,000
Forkful (Event) $5,000
Totally Mimosa (Event) $5,000
Weekends on Main (Event) $25,000
Movies in The Park (Event) $4,000
Spirit and Sweater Stroll (Event) $7,000
Rent & Covid Rent Deferral $19,000
Repairs & Maintenance $2,000
Telephone/Internet/Alarm $6,000
Volunteer Expenses $100
Website/Email $3,000
Total Expenses $403,550
Net Income: $55,450

Pleasanton Downtown Association

SUPPLEMENTAL INFORMATION
Proposed Use of Increased BID Membership Revenue
The Pleasanton Downtown Association (PDA) is committed to ensuring that Downtown Pleasanton remains a vibrant, thriving, and sustainable hub for our businesses, residents, and visitors. As we look ahead, increased BID membership revenue would allow us to expand services, enhance community programming, and reinvest directly into initiatives that support the economic vitality and cultural identity of our downtown.

Stakeholder Engagement Summary
In preparation for this request to adjust BID membership dues, the Pleasanton Downtown Association (PDA) conducted a series of stakeholder engagement efforts to ensure that our businesses had the opportunity to provide input, share concerns, and help shape our future priorities.

Individual Outreach:

Conducted one-on-one meetings with business owners and managers to hear their perspectives directly, and gather feedback on the current value of PDA services and areas for improvement.

Member Survey:

Distributed an email survey to all downtown businesses to gauge current satisfaction levels and identify top priorities members would like PDA to focus on moving forward.

Re-Engagement Through Member Packets:

Personally delivered updated physical packets to each business, including an updated PDA brochure, a member benefits form, and a clear explanation of what BID membership entails and how dues support programs.

Ongoing Communication & Accessibility:

Supplied multiple channels of communication (phone, email, in-person) for members to reach out, reaffirming PDA’s commitment to being responsive and accessible to stakeholders.

Through this combination of personal meetings, surveys, re-engagement packets, and open communication channels, the PDA ensured that stakeholders were actively involved in shaping this proposal. The request to increase BID dues is grounded in this engagement and reflects the collective feedback, priorities, and aspirations of our downtown business community.

1. Business Support & Growth (20%)
Objective: Strengthen downtown businesses through training, marketing, and financial support. - Enhanced Marketing Campaigns: Paid ads on social media targeted at regional audiences; collaborative “Shop Downtown Pleasanton” campaigns during key seasons; inclusion in Visit Tri-Valley and Visit California tourism packages.
- Professional Development: Hosting quarterly workshops on TikTok/Instagram marketing; merchandising and window-display seminars; legal/financial small business guidance (leases, taxes, grants).
- Micro-Grants Program: Matching funds for storefront beautification (awnings, lighting); outdoor dining improvements and ADA accessibility; eco-friendly upgrades like energy-efficient lighting.

Outcome: Businesses gain tools, exposure, and financial resources to thrive and modernize.

2. Events & Community Programming (30%)
Objective: Expand and create events that drive foot traffic, tourism, and community connection. - Event Expansion: Forkful Culinary Stroll upgraded with VIP champagne reception, Golden Fork Award, and more restaurants involved; larger holiday programming (ice sculptors, live choirs, carriage rides); extended concerts in the park series with headliner bands. - New Event Creation: “Pleasanton Restaurant Week” in January to boost slow season dining; “Wellness Crawl” with yoga studios, spas, and healthy cafés; “Art & Music Walk” featuring local artists in storefronts.
- Family-Friendly Activities: Free outdoor movie nights with themed downtown dining packages; chalk art festivals, cultural heritage days, and scavenger hunts; seasonal kid-friendly attractions (pumpkin painting, ornament workshops).

Outcome: Year-round activity to reduce seasonal slowdowns, increase tourism, and strengthen community pride.

3. Beautification & Placemaking (25%)
Objective: Enhance the look, feel, and safety of downtown. - Public Art Projects: Rotating murals on Main Street alleys; interactive selfie spots (e.g., angel wings, 3D murals); sculpture installations tied to Pleasanton history or culture. - Streetscape Enhancements: Seasonal lighting displays (similar to Livermore’s string lights); decorative planters with year-round floral upkeep; more benches and shaded rest spots. - Clean & Safe Program: Dedicated “Downtown Ambassadors” offering wayfinding and safety presence; expanded evening lighting for walkability and security; extra waste/recycling services during events.

Outcome: A more vibrant, safe, and photogenic downtown that encourages longer stays and repeat visits.

4. Technology & Infrastructure (15%)
Objective: Modernize downtown to improve visitor experience and business access to data. - Digital Directories & Wayfinding: QR codes at street corners linking to interactive maps of shops, restaurants, and parking; digital kiosks highlighting events and business promotions. - Downtown Wi-Fi: Free Wi-Fi zones encouraging people to linger, post, and share experiences online. - Data & Analytics: Foot traffic counters to measure impact of events; customer surveys and heat maps for retail planning; data dashboards to show ROI of BID investments.

Outcome: A connected downtown with modern tools for visitors and actionable insights for businesses.

5. Advocacy & Partnerships (10%)
Objective: Position PDA as a strong advocate and partner for downtown growth. - Tourism & Regional Partnerships: Cross-promotion campaigns with Livermore, Danville, and Dublin downtowns; partnerships with Tri-Valley wineries and breweries for joint events. - Economic Development Studies: Commissioning retail gap analysis to attract businesses that fill needs (e.g., boutique fitness, children’s stores); evaluating housing/downtown synergy to attract new customer bases.
- Business Recruitment & Retention: Targeted outreach to unique, high-value tenants (specialty food, local makers); incentives for businesses to sign leases downtown.

Outcome: Stronger voice at the regional level, reduced vacancies, and a curated downtown business mix.

Business Testimonials
Maven & Co. Collective:
“As the owner of Maven & Co. Collective, being a part of the Pleasanton Downtown Association has been an incredible asset to my business. The PDA creates a strong sense of community, provides valuable resources, and consistently advocates for the success of small businesses like mine. I’m proud to be part of a network that uplifts and supports each other while enhancing the charm and vibrancy of Downtown Pleasanton.”
SideTrack Bar+Grill (Todd Utikal):
“My name is Todd Utikal, owner of SideTrack Bar+Grill. I am very proud to be a member of the PDA. The number one goal of this organization is growing the popularity of our downtown, which directly improves the foot traffic to our businesses. I’ve seen the impacts of PDA events on my business. From crawls to concerts to parades and street closure events, Pleasanton residents and

neighboring towns are coming to our downtown and staying to shop and dine.” Anonymous Business:
“The Pleasanton Downtown Association is a vital partner in helping my business grow. Their events, social media efforts, and consistent push to bring people downtown give my business exposure and keep us connected to a larger audience. That kind of support helps us stay competitive and thrive.”
Tutu School:
“Thank you so much! This event was such a wonderful way to connect with local families and share the joy of ballet with our community. We loved seeing so many smiling faces stop by our booth.”
Cellar Door:
“I think a lot of people lose focus on the fact that it’s not the PDA’s job to get people into our businesses. The PDA does an amazing job of bringing people to downtown. It is our responsibility as small business owners to figure out how to grab those people and pull them into our businesses.”
Maven & Co.:
“I think the community loves these weekends. As long as the events are bringing people out and about I have no problem with the street being shut down!” Martial Arts America:
“As a family business, we all grew up in Pleasanton and appreciate the opportunity to interact with new and old Pleasanton families alike. Weekends on Main is a fantastic way to have fun as a community while expanding our clientele at the martial arts studio. Martial Arts America Pleasanton looks forward to Weekends on Main in 2026!”
Five Little Monkeys:
“It brings the community together and shows off how amazing our downtown is! We loved the unified small-town downtown vibes with all the kids riding their bikes, people up and down the street shopping and chatting!”
Meadowlark Dairy:
“Love the new layout with a few events happening on each day.” Nonni’s Bistro:
“The August Weekend on Main was the best of them all—well planned, and well executed. The locals all seemed to love it as well as many of the visitors from neighboring cities. I definitely recommend more.”
Murphy’s Paw:
“Weekends on Main brings us a LOT more business—new visitors as well as regulars. It also gives us a chance to organize events like our Pet Fair or host dog adoptions (easier to do on the street with more room!). When events are planned during the street closures, that's really when it brings more people downtown.”
The Pleasanton Downtown Association is not simply asking for additional funds; we are presenting a forward-looking investment plan that will multiply the impact of every dollar collected. Increased BID membership revenue will ensure that our downtown continues to thrive as the heart of Pleasanton—supporting small businesses, drawing visitors, and creating a strong sense of place for our community.

ATTACHMENT 2
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PLEASANTON, ACCEPTING AND APPROVING THE 2025 ANNUAL REPORT AND 2026 BUDGET OF

THE DOWNTOWN PLEASANTON BUSINESS IMPROVEMENT DISTRICT,

DECLARING THE INTENTION TO AMEND PLEASANTON MUNICIPAL CODE SECTION 5.28.080 SYSTEM OF ASSESSMENTS TO PERMIT CHANGES TO THE

MANNER IN WHICH THE ANNUAL ASSESSMENT IS LEVIED, AND TO LEVY THE ANNUAL ASSESSMENT FOR 2026

WHEREAS, the Parking and Business Improvement Area Law of 1989, Streets and Highways Code §36500 et seq. (“89 Law”), authorizes the City of Pleasanton to establish business improvement areas; and

WHEREAS, the City of Pleasanton has heretofore established a Pleasanton Downtown Business Improvement District (“District”), the purposes and boundaries of which are set forth in Chapter 5.28, Pleasanton Municipal Code; and

WHEREAS, the City of Pleasanton has heretofore appointed an Advisory Board for the District; and

WHEREAS, said Advisory Board has prepared a 2025 annual report and a 2026 budget which satisfies the statutory requirements of Streets and Highways Code §36533 and has made a recommendation to the City Council to amend the system of assessments in which the District is levied.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PLEASANTON, CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1: The 2025 annual report and 2026 budget of the Advisory Board are accepted and approved.

SECTION 2: The City Council declares its intention to establish the District and to levy and collect assessments on assessed businesses within the District boundaries for Calendar Year 2026 pursuant to the 89 Law.

SECTION 3: The business improvement area shall be known as the “Pleasanton Downtown Business Improvement District.”

SECTION 4: The City Council intends to levy and collect assessments within the District in 2026, for the proposed improvements and activities as provided in Chapter 5.28 of the Pleasanton Municipal Code.

SECTION 5: The boundaries of the District are shown on the map attached hereto as Exhibit A.

SECTION 6: Except where funds are otherwise available, the assessments shall be levied and collected on an annual basis to pay for all improvements and activities within the area.

SECTION 7: The City Council hereby declares its intention to amend the Pleasanton Municipal Code Section 5.28.080 to read as follows:

ATTACHMENT 2
Section 5.28.080 System of Assessments

All businesses, trades or professions within the boundaries of the district shall be subject to an annual assessment in an amount as follows:

A. Assessment shall be equal to three times the amount of the annual city business license tax for all businesses located curb-side, downstairs on Main Street, except that there shall be a minimum assessment of one hundred twenty-five dollars per year and a maximum of seven hundred and fifty dollars per year.

B. Assessment shall be equal to two times the amount of the annual city business license tax for all businesses with Main Street addresses located upstairs or not curb-side, except there shall be a minimum assessment of one hundred twenty-five dollars per year and a maximum of seven hundred and fifty dollars per year.

C. Assessment shall be equal to one and one-half times the amount of the annual business license tax for all businesses in the district off of Main Street except there shall be a minimum assessment of one hundred twenty-five dollars per year and a maximum of seven hundred and fifty dollars per year.

D. Any business exempt from the City’s business license tax shall pay an annual charge of four hundred and fifty dollars per year, except as provided by subsections E and F of this section.

E. Non-profit organizations that are exempt from the City’s business license tax shall also be exempt from the annual assessment.

F. Insurance agents who are exempt from the City’s business license tax shall pay an assessment based on annual gross receipts as if their business were not exempt and the annual assessment shall be computed as in subsections A through C of this section.

G. If several independent contractors are located at one business address and conducting a similar business service, the maximum charge of four hundred and fifty dollars may be charged to the owner of this business. Notwithstanding this option, each independent contractor shall obtain a business license.

H. Assessments shall be adjusted annually on January 1st based on the change in the Consumer Price Index (CPI) for the San Francisco/Oakland region, rounded to the nearest dollar.

SECTION 8: New businesses will not be exempt from the levy of assessment, pursuant to Section 36531 of the 89 Law.

SECTION 9: The public hearing on the levy of the proposed assessment for 2026 is set for Tuesday, November 4, 2025, at 7:00 p.m., at which time written or oral testimony for or against the establishment of the District, to the assessment, or the furnishing of specified types of improvements or activities will be heard.

SECTION 10: As provided in §36534 of the Streets and Highways Code, the City Clerk shall notice of the public hearing by causing the resolution of intention to be published once in a newspaper of general circulation in the city not less than seven days before the public hearing.

ATTACHMENT 2

SECTION 11: As provided in Section 36525 of the 89 Law, if written protests against the establishment of the District and levying of assessments for Calendar Year 2026 are received from the owners of businesses in the District which would pay fifty percent (50%) or more of the assessments proposed to be levied and protests are not withdrawn so as to reduce the protest to less than fifty percent (50%), then no further proceedings to create the District or to levy the proposed assessment may be taken by the City Council for a period of one year from the date of the finding of a majority protest by City Council. If the majority protest is only against the furnishing of a specified type or types of improvement or activity within the District, then those types of improvements or activities shall be eliminated. In order to be counted in determining a majority protest, a written protest must contain a description of the business in which the person submitting the protest is interested sufficient to identify the business and, if a person subscribing is not shown on the official records as the owner of the business, the protest shall contain or be accompanied by written evidence that the person subscribing is the owner of the business.

PASSED, APPROVED AND ADOPTED by the City Council of the City of Pleasanton at a meeting held on the 16th day of September 2025.

I, Jocelyn Kwong, City Clerk of the City of Pleasanton, California, certify that the foregoing resolution was adopted by the City Council at a meeting held on the 16th day of September 2025, by the following vote:

Ayes:

Noes:

Absent:

Abstain:
_____________________________
Jocelyn Kwong, City Clerk
APPROVED AS TO FORM:

___________________________
Daniel G. Sodergren, City Attorney

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Downtown Pleasanton Business Improvement District
Renewal for 2026
City Council Meeting, September 16, 2025
Community and Economic Development Department
•Accept and approve the Downtown Pleasanton BID 2025
Annual Report and 2026 Budget
•Consider any recommended changes to the BID, which would require amendments to PMC Section 5.28.080 System of
Assessments
•Set a Public Hearing on November 4, 2025, to levy the
assessment for 2026
Purpose and Requested Actions

•Annual process to levy the Downtown Pleasanton BID - Next collection period is 2026

1. Appoint Advisory Board to prepare 2025 annual report and 2026 budget

2. Approve annual report and budget and consider any
recommended changes to the BID

3. Hold a public hearing to levy the assessment for 2026 •City – PDA Agreement
ƒ 100% Match – approximately $80,000 for 2025
ƒ Agreement expires on December 31, 2025
ƒ New agreement to be considered for 2026+
Background
•Continued commitment to promoting downtown Pleasanton
through:
ƒ Marketing objectives
ƒ Engaging events
ƒ Renewed member engagement
•PDA Strategic Plan – three primary areas to increase capacity ƒ Establish the Pleasanton Downtown Foundation
ƒ Update Downtown Pleasanton Business Improvement
District (BID)
ƒ Launch an Associate Member Program in 2026
BID Annual Report Highlights

• The assessment formula is based on the annual
business license payment and is calculated as
follows:
ƒ Businesses located curbside and downstairs on
Main Street are assessed at two times (2X) their
business license;
ƒ Businesses with a Main Street address located
upstairs, or not curbside, are assessed at a rate of
one and a half times (1½X) their business
license;
ƒ All other businesses (those located off Main Street)
pay an amount equal to one times (1X) their
business license.
• The minimum assessment is $50 and the maximum is
$350. Non-profit businesses within the District are not assessed. Certain businesses pay an annual fee of
$200.

Current BID Assessment Revenue
Range of Gross
Receipts
Business License
Payment
$0 - $24,999 $25
$25,000 - $99,999 $50
$100,000 -
$249,999
$75
$250,000 and
above
$0.30 per $1,000
BID Adjustment in 1996 Dollars to 2030
Data Source: U.S. Bureau of Labor Statistics (BLS)

BID Restructure Options
Current Assessment Proposed Restructure Options
Location / Type Factor /
Amount Current Factor /
Amount Option 1 Option 2 Option 3
On Main Street 2 x
Minimum:
$50
Maximum:
$350
3 x
Minimum:
$100
Maximum:
$700
Minimum:
$125
Maximum:
$750
Minimum:
$125
Maximum:
$800
Main Street
Upstairs 1.5 x 2 x
Side Streets 1 x 1.5 x
Annual Fee
Eligible $200 $450
Other Businesses Varies Varies
BID Assessment Totals
(estimated) $72,687 $129,917 $140,565 $145,265
PDA Recommendation – Option 2
The Advisory Board recommends Option 2, which consists of the following modifications:
ƒ Businesses located curbside, downstairs on Main Street, are assessed at a rate of three times their business license;
ƒ Businesses with a Main Street address located upstairs, or not curbside, are assessed at a rate of two times their business license; ƒ All other businesses (those located off Main Street) are assessed at a rate of one and a half times their business license;
ƒ The minimum assessment increased from $50 to $125, and the maximum increased from $350 to $750.
ƒ The annual charge paid by any business exempt from the City’s business license tax pay $450, increased from $200.
ƒ Assessment be subject to an annual escalator, tied to the CPI.

•With Option 2 recommendation, estimated assessment is
$140,000, an increase of approximately $60,000.
•PDA Supplemental Information describes additional programming for increased funds to include:
ƒ Business Support Expansion
ƒ New Events and Community Programs
ƒ Downtown Beautification and Placemaking Programs
ƒ Leveraging Technology to Improve Visitor Experience
ƒ Enhanced Tourism & Business Recruitment & Retention Initiatives •City contribution to be considered with new agreement
2026 Budget Highlights
Adopt a resolution to:
•Accept and approve the Downtown Pleasanton BID 2025
Annual Report and 2026 Budget
•Approve PDA recommendation for BID Restructure Option 2, including an annual escalator tied to the CPI, amending PMC Section 5.28.080 System of Assessments
•Set a Public Hearing on November 4, 2025, to levy the
assessment for 2026
Staff Recommendation and City Council Actions

Discussion & Questions
www.cityofpleasantonca.gov

Item #18

CITY COUNCIL AGENDA REPORT

September 16, 2025
Public Works - Utilities Division

TITLE: RECEIVE A REPORT AND PROVIDE DIRECTION ON A DRAFT

RECOMMENDATION FOR UPDATES TO THE UTILITY BILLING DISCOUNT PROGRAM TO INCLUDE A 30 PERCENT UTILITY BILL DISCOUNT TO

QUALIFIED LOW-INCOME AND INCOME-QUALIFIED SENIOR RESIDENTS WITH LESS THAN 24 HUNDRED CUBIC FEET (CCF) USAGE PER WATER BILL WITH A MAXIMUM CAP OF $425,000 IN GENERAL FUND ALLOCATION

SUMMARY
As part of the process to update the City's utility rates, staff evaluated the current utility bill discount program and received some feedback from the City Council at public water rate discussions. Since funding for the utility discount program is not paid from user rates, it is necessary to define a discount program that is both reasonable and sustainable within the City's General Fund budget. Staff are now seeking direction on a draft recommendation for updates to the water and sewer discount program to include a 30 percent utility bill discount to qualified low-income and income-qualified senior residents, clarifying eligibility criteria and better aligning the program with other water retailers in the Tri-Valley region. Staff will return with the final recommendation at a regular Council meeting in October.

RECOMMENDATION
Receive a report and provide direction on a draft recommendation for updates to the Utility Billing Discount Program to include a 30 percent utility bill discount to qualified low-income and income-qualified senior residents with less than 24 hundred cubic feet (ccf) usage per water bill with a maximum cap of $425,000 in General Fund allocation.

BACKGROUND
The City currently offers a 20 percent discount on both water and sewer rates for single-family residents based on the age of customers who qualify as a “senior” (age 65 or older), regardless of need or income level. The City also offers a 30 percent discount for residents who qualify as a low-income family when the registered account holder is currently participating in the PG&E CARE Program. Residents cannot apply for both discounts. The discount applies to Pleasanton and Zone 7 Fixed and Variable charges for Water, and Pleasanton Fixed charges for Sewer. The City limits the discount to only apply when the water customer’s bi-monthly water consumption is less than or equal to 30 hundred cubic feet (CCF). These discount programs are funded through the City’s General Fund and are not funded by water rates. The senior discount program currently has approximately 3,200 enrolled customers. The low-income program currently has approximately 225 enrolled customers. The General Fund expenditures in the utility discount program for fiscal year (FY) 2023/24 and FY 2024/25 is summarized below:

Table 1. Utility Discount Program General Fund Expenditures FY 2023/24 - 2024/25

With the upcoming City Council consideration of water rate updates, which would be effective January 1, 2026, and sewer rate updates, effective July 1, 2026, staff researched the utility bill discount program and found that the current discount program should be updated to clarify the eligibility criteria and better align the programs with other water distributors in the Tri-Valley region.

At a City Council meeting on May 6, 2025, staff discussed potential changes to the existing senior and low-income discount programs and received feedback from the City Council to return with a revised proposal that offers a broad eligibility for the discount that considers the higher cost of living in Pleasanton. Staff developed a draft recommendation for City Council discussion and feedback.

DISCUSSION
Staff conducted research on utility billing discount programs with neighboring cities in the Tri- Valley Region. The result of the research is summarized below:

Table 2. Comparison of Tri-Valley Utility Bill Discount Programs

Only Cal Water offers discount eligibility based on household income in addition to participation in an existing discount program, as shown below:

Table 3. Cal Water Household Income Levels

Staff Recommendation
As proposed in the current water rate study, Zone 7’s fee (variable and fixed) is 100 percent passed through to residents. Staff recommends the City update its water bill discount program, effective January 1, 2026, with the following criteria, consistent with the current water rate study and other Tri-Valley cities’ practices:

1. Set a single discount rate of 30 percent, to be applied to low-income and senior residential account holders for Pleasanton and Zone 7 Fixed and Variable charges for Water, and Pleasanton Fixed charges for Sewer.

2. Update the City’s eligibility criteria for qualified residents, both low-income and senior account holders, who use 24 units CCF or less per water bill cycle to correspond to the assumptions and analysis in the water rate model.

3. Clarify that the senior discount will be based on additional eligibility requirements described in items 4, 5 and 6 below.

4. Set eligibility for the discount as available to households that participate in any of the following programs:
o Bureau of Indian Affairs General Assistance
o CalFresh SNAP
o CalWORKS/Temporary Assistance for Needy Families (TANF) o CARE (gas & electric company discount)
o Head Start Income Eligible (Tribal only)
o Low-Income Home Energy Assistance Program (LIHEAP)
o Medicaid/Medi-Cal for Families A & B
o National School Lunch Program (NSLP)
o Supplemental Security Income (SSI)
o Tribal TANF
o Women, Infants, & Children Program (WIC)
o Medicaid/Medi-Cal (under age 65)
o Medicaid/Medi-Cal (age 65 and over)
o Supplemental Security Income (SSI)
o Low-income property tax exemptions through the Alameda County Assessor’s Office

5. Given Pleasanton's significantly higher cost of living and median household income compared to much of California, many residents with limited income may not qualify for existing State or Federal low-income assistance programs. Staff recommends expanding the discount programs to also include eligibility based on household annual gross income of 80 percent or below of the Adjusted Median Income’s (AMI), established and approved by the

City Council in 2024, consistent with the maximum income and rent limit for the Pleasanton Homeownership Assistance Program (PHAP). This will expand eligibility beyond the lower PG&E CARE threshold. This will be a self-certification process.

Table 4. Comparison of Household Income Eligibility Limits

6. Limit the maximum General Fund contribution to the utility discount program to $425,000 annually currently allocated in the City's approved budget. This amount generally corresponds to the discount program expenditure for FY 2023/24, which data was available at the time of budget development.

Key Decisions Discussions
There are several key decisions requiring Council input and discussion:

1. Remove Income-based Eligibility for Senior Discount: As an alternative, staff could leave the senior discount program unchanged, with a 20 percent discount based on the age of customers who qualify as a “senior” (age 65 or older), regardless of need or income level. The senior discount program currently has approximately 3,200 enrolled customers and costs the General Fund approximately $450,000 in FY 2024/2025, with this amount expected to increase as cost-of-living and water rates go up over time. Given the expanded eligibility criteria for the low-income program to reflect the higher cost of living in Pleasanton, leaving the senior discount program unchanged will likely cause the program to reach the cap on the General Fund contribution much sooner, restricting access and availability for lower income households with higher needs. This alternative would require a reallocation of General Funds from another area to fund the additional cost.

2. Increase the AMI Limit from 80 percent (low-income) to 100 percent (median income) of Household Income: Another alternative is to retain the income-based eligibility requirement for the senior discount programs, but increase the household income eligibility to 100 percent of AMI (median income) or 120 percent AMI (moderate income). This would broaden the program eligibility and minimize the income on senior households that may become ineligible under the new requirements. However, this alternative would also require a reallocation of General Funds from another area to fund the additional cost. For reference, for a 2-person household, the maximum allowable income at 100 percent AMI (median income) is $124,550, and at 120 percent AMI (moderate income) is $149,500.

3. Remove or Adjust the 24 ccf Usage Cap: The City Council could restore the current water usage cap to receive the discount to 30 ccf, which is the current cap. Staff recommend reducing the cap on usage to 24 ccf, as then water rate study showed that 24 ccf is the usage of an average Pleasanton household. To incentivize water conservation, and bring the standard in line with typical usage, staff recommend updating the cap to the lower amount.

However, the City Council could keep the usage cap at 30 ccf or eliminate it entirely. It is important to note that, while other nearby water retailers do not include a cap, they also only apply the discount to a portion of the total utility bill, typically the fixed charges only, whereas in Pleasanton the discount applies to the fixed and variable charges of Zone 7 and Pleasanton water charges and fixed charges of Pleasanton Sewer charges, with the result being a much more significant discount. As with the other alternatives, removing or increasing the cap would require a reallocation of General Funds from another area to fund the additional cost.

4. Increase the General Fund Budget Allocation above $425,000 Per Year: Finally, the City Council could increase the overall General Fund Allocation in the budget above $425,000 per year. While any of the alternatives listed above would likely require an increase to the General Fund allocation, it is also possible that the budgeted funding could be fully spent under the staff recommended program updates, meaning some eligible households could be denied the discount due to lack of funding. Given the current budget constraints, staff recommends waiting until the mid-year budget adjustments to determine if budget adjustments are needed once a year of program data is available.

EQUITY AND SUSTAINABILITY
The recommended discount program expands eligibility to both low-income and senior residents with additional eligibility criteria and increase in eligible maximum household income.

The program will create a more equitable method that reflects the unique needs and circumstances of the City of Pleasanton. As the discount program is limited to the current City’s maximum General Fund budget allocation for discount program, the new recommendation will not create additional burden to the City’s budget.

OUTREACH
Water rates and discounts were previously presented and discussed at a public City Council Meeting on May 6, 2025.

STRATEGIC PLAN ALIGNMENT
Approval of this action advances the ONE Pleasanton strategic plan goal of Funding our Future, Strategy 3 - Evaluate and update enterprise revenue sources, including utility rates, and connection and user fees to address growth and meet current needs.

FISCAL IMPACT
The City's annual budget allocation for the water bill discount program is funded from General Fund.

Prepared by: Submitted by: Approved by:

Siew-Chin Yeong, Director
of Public Works
Siew-Chin Yeong, Director of Public
Works

Gerry Beaudin, City
Manager

Attachments:

1. Utility Bill Discount Program Presentation

Utility Bill Discount Program
September 16, 2025

Why Evaluate Now?
• Community expectations are changing
• Rising utility costs and inflation pressures
• Ensure program aligns with Council priorities and financial sustainability • Ensure equity and fairness
• Program effectiveness
• Consistency with regional practices
2

Tri-Valley Utility Discount Program – Low Income
City of Pleasanton (Current) DSRSD/ City of Dublin and San Ramon
Cal-Water/ Livermore
30% discount on Pleasanton and
Zone 7 fixed and variable fees and
Pleasanton Sewer Fixed Fee
Discount only applied to DSRSD Fixed
Water Service Charges
Fixed monthly discount equal to 50% of the
5/8 x 3/4-inch meter service charge
Eligibility based on account holder
participating in PG&E’s CARE
Program
Eligibility based on account holder
PG&E’s CARE Program.

Eligibility based on someone in the applicant
household participating in any of the
following programs:
• Bureau of Indian Affairs General Assistance
• CalFresh SNAP
• CalWORKS/Temporary Assistance for Needy Families (TANF) • CARE (gas & electric company discount)
• Head Start Income Eligible (Tribal only)
• Low-Income Home Energy Assistance Program (LIHEAP)
• Medicaid/Medi-Cal for Families A & B
• National School Lunch Program (NSLP)
• Supplemental Security Income (SSI)
• Tribal TANF
• Women, Infants, & Children Program (WIC)
Maximum Household Income (PG&E CARE)*
3

Tri-Valley Utility Discount Program - Seniors
City of Pleasanton (Current) DSRSD/ City of Dublin and San Ramon
Cal-Water/ Livermore
20% discount on Pleasanton charges
for those customers who are primary
account holders and 65 years* of age
or older.

Not Offered Not Offered
4

Tri-Valley Utility Discount Program - Limitation
City of Pleasanton (Current) DSRSD/ City of Dublin and San Ramon
Cal-Water/ Livermore
These discounts are applicable for
each billing cycle when water
consumption does not exceed 30
units. Only one discount can be
applied per customer account.

No limit to water consumptions
DSRSD Fixed Water Service Charges.
($42.92 per qualified customer)
No limit to water consumptions
50% of the 5/8 x 3/4-inch meter service
charge regardless of customer actual meter
size. ($16.13 per qualified customer)
5

Maximum Household Income Limit
6

City of Pleasanton Expenditure in Utility
Discount Program
7 FY 23/24 FY24/25
SENIOR WATER DISCOUNT $ 282,235 $ 346,996
SENIOR SEWER DISCOUNT $ 99,557 $ 103,108
TOTAL SENIOR DISCOUNT (3200 CUSTOMER ENROLLED) $ 381,792 $ 450,104 LOW INCOME WATER DISCOUNT $ 10,627 $ 11,756 LOW INCOME SEWER DISCOUNT $ 34,157 $ 43,120 TOTAL LOW INCOME DISCOUNT (225 CUSTOMER

ENROLLED)
$ 44,784 $ 54,876
TOTAL DISCOUNT PROGRAM $ 426,576 $ 504,980

Staff Recommendation
8 •Single Discount Rate
•30% discount for all eligible low-income and senior residential account holders
•Applied to the Pleasanton and Zone 7 Fixed and Variable Water Charges, and Pleasanton Fixed Sewer Charges
•Updated Eligibility Criteria
•Low-income and senior households using ≤ 24 CCF per billing cycle •Senior Discount Clarification
• Additional eligibility requirements

Staff Recommendation
9 •Expanded Program Options
•Accepts participation in Medicaid/Medi-Cal, SSI, or Alameda County property tax exemption
•Income-based eligibility: ≤ 80% of Area Median Income (AMI), consistent with Pleasanton’s PHAP program
•Income verification by self-certification
•Budget Control
•General Fund contribution capped at $425,000 annually, consistent with the adopted City budget

Feedback and Questions
10

Item #19

CITY COUNCIL AGENDA REPORT

September 16, 2025
City Manager

TITLE: RECEIVE AN UPDATE ON THE CITY'S EMERGENCY PREPAREDNESS

EFFORTS TO ADVANCE THE ONE PLEASANTON STRATEGIC PLAN PRIORITY SAFEGUARDING OUR CITY D.1. TO IMPROVE THE CITY'S EMERGENCY

PREPAREDNESS CAPABILITIES

SUMMARY
September is National Emergency Preparedness Month, and staff is updating the City Council on emergency preparedness progress, in alignment with the ONE Pleasanton Strategic Plan priority Safeguarding Our City D.1. Assess the City’s overall emergency preparedness capabilities, resources, and tools and implement changes as needed to ensure the City is properly positioned to respond to disasters, which was identified as a top City Council strategic priority for the current fiscal year. Staff has completed significant improvements across all areas of the Emergency Preparedness implementation plan. Key accomplishments include relocating the Emergency Operations Center, training 196 staff through the Disaster Academy program, conducting functional exercises, and updating critical safety plans and procedures.

RECOMMENDATION
Receive an update on the City's Emergency Preparedness efforts to advance the ONE Pleasanton Strategic Plan priority Safeguarding Our City D.1. to improve the City's emergency preparedness capabilities.

BACKGROUND
In October 2023, the City Council unanimously approved the ONE Pleasanton Strategic Plan, which identified "Safeguarding Our City D.1. Assess the City’s overall emergency preparedness capabilities, resources, and tools and implement changes as needed" as one of four top-priority strategies for the first two years of implementation. This priority led to a comprehensive review and enhancement of the City's emergency preparedness program. This priority was reaffirmed by the City Council as an ongoing strategic priority at a strategic planning workshop in January 2025.

Since 2023, the City has undertaken significant preparedness initiatives across five implementation areas of the Emergency Preparedness Work Plan: Planning, Organizing, Equipping, Training, and Exercising. Key accomplishments include:
• Created the Emergency Services Manager position within the City Manager's Office to centralize emergency management functions (this is not a new position, but rather a repurposing of an existing position)
• Relocated the primary Emergency Operations Center (EOC) from the Police Briefing Room to the Remillard Conference Room at the Operations Service Center in May 2025 • Implemented the Disaster Academy program, training 196 City staff members to date on their roles as Disaster Service Workers

• Conducted functional exercises, including a Fire Season exercise in May 2025 • Updated Emergency Action Plans for all City facilities with regular evacuation drills

On January 21, 2025, staff presented a Citywide Emergency Preparedness Update to the City Council as an informational item in response to the Southern California wildfires, highlighting the City's ongoing progress in implementing citywide emergency preparedness with a focus on emergency communications.

As a critical component of these efforts, the City engaged Tetra Tech, Inc. in 2024 to assist with updating the Emergency Operations Plan (EOP). The EOP serves as the foundational document for the City's emergency management activities, outlining how the City coordinates its response to major emergencies and disasters. The previous comprehensive EOP update was completed in March 2018, with periodic revisions made as needed to maintain compliance with evolving state and federal requirements.

The updated 2025 EOP incorporates current requirements from the Standardized Emergency Management System (SEMS), National Incident Management System (NIMS), and California Office of Emergency Services (Cal OES). It reflects the City's commitment to a "whole community" approach that addresses the needs of all residents, including those with disabilities and access and functional needs. The plan addresses the high and medium natural hazards identified in the Tri-Valley Hazard Mitigation Plan, including earthquakes, severe weather, landslides, and floods.

DISCUSSION
The City's emergency preparedness program has made substantial progress implementing the City Council's strategic priority. This report provides an update on accomplishments to date and shares the updated 2025 Emergency Operations Plan (Attachment 1).

Emergency Preparedness Accomplishments
The City has systematically enhanced its preparedness capabilities across all five areas of the Emergency Preparedness Work Plan:

1. Planning:
• Updated the 2025 Emergency Operations Plan with defined roles and responsibilities for City Staff and Council Members, including practical appendices for EOC activation. • Finalized the Injury and Illness Prevention Program following review by the City's Health & Safety Committee.
• Finalizing Power Outage Guidelines to include unplanned outages and Public Safety Power Shut-Offs (PSPS).
• Continuing work on Crisis Communications Plan and Alert & Warning Annex.

2. Organizing:
• Relocated the primary EOC from the Police Briefing Room to the Remillard Conference Room at the Operations Service Center following assessment. • Updated City's Emergency Preparedness webpage with expanded power outage

information: https://www.cityofpleasantonca.gov/emergency-preparedness/.

3. Equipping:
• The Disaster Preparedness Working Group continues to refresh emergency supplies, EOC materials, food, water, and communication devices.
• Migrated the County's Genasys Evacuation platform data into the City's Veoci Emergency Management software for enhanced Common Operating Picture.

4. Training:
• Expanded the Disaster Academy to 196 City staff members (90 additional since last update).
• Maintained Emergency Preparedness Training Calendar with EOC orientations, Disaster Academy sessions, and exercises.
• Next community Personal Emergency Preparedness workshop scheduled for September 23, 2025 in the Council Chambers. The presentation is currently available on the City’s website: https://www.cityofpleasantonca.gov/emergency-preparedness/. • Developing a Business Emergency Preparedness project following the August 12 presentation to the City Business Organization Partners Group.

5. Exercising:
• Conducted a 4-hour Fire Season functional exercise in May 2025 with County OES and facilitation by SenseMakers (consultant), simulating a Pleasanton Ridge wildfire scenario based on the 2022 Canyon Fire incident. Exercise tested EOC activation, evacuation protocols, multi-agency coordination, and public information procedures. • Completed evacuation drills at Civic Center and Operations Service Center campuses per Emergency Action Plans.
• Planning November 2025 Wet Season functional exercise incorporating lessons from May exercise.

2025 Emergency Operations Plan
The updated EOP (Attachment 1) modernizes the City's emergency response framework with the following enhancements:
• Full compliance with current SEMS, NIMS, and Cal OES requirements • Integration of lessons learned from recent exercises and real-world events • Strengthened "whole community" approach with specific provisions for diverse populations
• Clarified roles and responsibilities during emergencies • Updated coordination protocols with the Alameda County Operational Area • Practical appendices with step-by-step EOC activation procedures • Streamlined documentation requirements to maximize disaster cost recovery

The EOP ensures the City maintains eligibility for state and federal disaster assistance programs while providing clear operational guidance for all hazards identified in the Tri-Valley Hazard Mitigation Plan.

Next Steps:

• Distribute the EOP to all departments and partner agencies • Complete the Crisis Communications Plan and Alert & Warning Annex • Continue Disaster Academy training for remaining staff • Conduct the Wet Season functional exercise in November 2025 • Advance the Business Emergency Preparedness initiative • Host the next Personal Emergency Preparedness workshop on September 23, 2025

EQUITY AND SUSTAINABILITY
The City has adopted a “whole community” approach that actively promotes the inclusion of community partners, neighbors, residents, people with disabilities, access and functional needs, people with language or cultural differences, and other stakeholders in all phases of emergency management planning. Through such collaboration, the City will be better prepared to meet the needs of both its residents and daytime population (visitors, employees,etc.).

OUTREACH
City staff, including through the Disaster Preparedness Working Group and their partners, promote public awareness and education to strengthen overall preparedness and community resilience. By providing community education, outreach, training, and coordination, the City increases the ability of community members and organizations to adequately prepare for and meet their own needs. By promoting self-reliance and preparedness, the City reduces the overall burden on resources and competing needs that may arise during critical incidents.

STRATEGIC PLAN ALIGNMENT
This item advanced the ONE Pleasanton Strategic Priority of Safeguarding Our City D.1.

Assess the City's overall emergency preparedness capabilities, resources, and tools and implement changes as needed to ensure the City is properly positioned to respond to disasters, which is one of the top seven City Council priorities identified for focus at the last strategic planning workshop. This effort also supports Optimizing Our Organization B.6.

Update City policies and procedures to clarify roles, provide training and proactively plan to address workplace health and safety issues, ensuring compliance with state and federal Occupational Health and Safety Administration (OSHA) requirements.

FISCAL IMPACT
The Emergency Management Division is allocated $40,000.00 from the General Fund for training, professional services, and miscellaneous supplies and equipment for Fiscal Year 2025-2026.

Prepared by: Submitted by: Approved by:

Leonard Lopez, Emergency
Services Manager
Alexa Jeffress, Assistant City Manager

Gerry Beaudin, City
Manager

Attachments:

1. Pleasanton Emergency Operations Plan (Attachment 1)

2. Presentation-Emergency Preparedness Update (Attachment 2)

City of Pleasanton
Emergency Operations Plan

EMERGENCY OPERATIONS PLAN

City of Pleasanton
Emergency Operations Plan

EMERGENCY OPERATIONS PLAN
June 2025

Created in consultation with
Tetra Tech, Inc.

Emergency Management, Risk & Resilience Operations
2301 Lucien Way | Maitland, FL 32751
www.tetratech.com

City of Pleasanton
Emergency Operations Plan
i June 2025

CONTENTS
Executive Summary .............................................................................................................................................. iii Authority, Approval, and Distribution ................................................................................................................... iv EOP Adoption Resolution....................................................................................................................................... v BASIC PLAN ............................................................................................................................................................ 1

1.0. Introduction ........................................................................................................................................................ 1

1.1. Purpose .......................................................................................................................................................... 1

1.2. Goals and Objectives ...................................................................................................................................... 1

1.3. Scope .............................................................................................................................................................. 2

1.4. Limitations ..................................................................................................................................................... 2

1.5. Situation/Hazard Assessment ........................................................................................................................ 3

1.6. Planning Assumptions .................................................................................................................................... 3

2.0. Concept of Operations ........................................................................................................................................ 4

2.1. Field-Level Coordination ................................................................................................................................ 4

2.2. Local, Regional, and State-Level Coordination............................................................................................... 4

2.3. National Incident Management System ........................................................................................................ 7

2.4. National Response Framework ...................................................................................................................... 8

2.5. Emergency Management Organization ......................................................................................................... 8

2.6. Director of Emergency Services ..................................................................................................................... 8

2.7. Disaster Council ............................................................................................................................................. 8

2.8. City Employees ............................................................................................................................................... 8

2.9. Alameda County Office of Emergency Services ............................................................................................. 9

3.0. Emergency Management Phases ....................................................................................................................... 9

3.1. Preparedness Phase ....................................................................................................................................... 9

3.2. Response Phase ........................................................................................................................................... 11

3.3. Recovery Phase ............................................................................................................................................ 12

3.4. Mitigation Phase .......................................................................................................................................... 14

3.5. Whole Community Approach ....................................................................................................................... 15

4.0. Emergency Operations Center .......................................................................................................................... 18

4.1. EOC Locations .............................................................................................................................................. 18

4.2. Activations and Deactivation ....................................................................................................................... 18

4.3. EOC Communication and Coordination ....................................................................................................... 20

4.4. EOC Structure – Hierarchy of Command and Span of Control ..................................................................... 21

4.5. Emergency Action Plans ............................................................................................................................... 22

5.0. Emergency Declarations ................................................................................................................................... 22

5.1. Local Proclamation ....................................................................................................................................... 22

5.2. State of Emergency ...................................................................................................................................... 22

5.3. State of War Emergency .............................................................................................................................. 23

5.4. Presidential Declaration ............................................................................................................................... 23

6.0. Public Information ............................................................................................................................................ 23

6.1. Alerts and Notifications ............................................................................................................................... 23

6.2. Joint Information System ............................................................................................................................. 24

6.3. Joint Information Center .............................................................................................................................. 24

7.0. Continuity of Government ................................................................................................................................ 24

7.1. Line of Succession ........................................................................................................................................ 24

7.2. Director of Emergency Services ................................................................................................................... 25

7.3. Emergency Organization .............................................................................................................................. 25

7.4. Essential Facilities-Alternate Government Facilities .................................................................................... 25

7.5. Preservation of City Records ........................................................................................................................ 25

City of Pleasanton
Emergency Operations Plan
ii June 2025

8.0. Plan Development and Maintenance ............................................................................................................... 26

9.0. Authorities and References............................................................................................................................... 27

9.1. Local Authorities and References ................................................................................................................ 27

9.2. State Authorities and References ................................................................................................................ 27

9.3. Federal Authorities and References ............................................................................................................. 27

10.0. Glossary and Abbreviations ............................................................................................................................ 28 APPENDICES........................................................................................................................................................A-1 Appendix A. Pleasanton City Profile ...................................................................................................................... A-1 Appendix B. Department Roles & Responsibilities ................................................................................................. B-2 Appendix C. Emergency Action Plan “Planning P” ................................................................................................. C-1 Appendix D. EOC Activation....................................................................................................................................... 1

City of Pleasanton
Emergency Operations Plan
iii June 2025

EXECUTIVE SUMMARY
The Emergency Operations Plan (EOP) outlines how the City of Pleasanton—its government, stakeholder agencies, community groups, business community, and residents —coordinates its response to major emergencies and disasters. The EOP is regularly reviewed and updated by staff and approved by the City Council.

The EOP identifies operational strategies and plans for managing complex and potentially catastrophic events, including the Preparedness , Response, Recovery, and Mitigation phases of emergency management. This document facilitates emergency response and short -term recovery functions for emergencies and disasters that are outside the scope of normal City operations. City assets, resources, and departments may become overwhelmed. A primary goal of the EOP is to promote flexibility whenever possible based on good judgment and common sense.

Pleasanton has officially adopted and integrated the following emergency management, response, and coordination systems:
• Incident Command System
• Standardized Emergency Management System
• National Incident Management System
• National Response Framework
The City has adopted a “whole community” approach that actively promotes the inclusion of community partners, neighbors, residents, people with disabilities, access and functional needs, people with language or cultural differences, and other stakeholders in all phases of emergency management planning. Through such collaboration, the City will be better prepared to meet the needs of both its residents and daytime population (visitors, employees, among others).

The C ity’s Emergency Operations Center (EOC) provides a centralized location where emergency management coordination and decision- making can be supported during a critical incident, major emergency, disaster, or significant event. During such events , the EOC may be activated and provides support for critical tasks related to communications, coordination, resource management, and executive leadership.

If the City determines that the effects of an emergency are beyond the capability of local resources or may become so, a local emergency can be proclaimed. A local proclamation of emergency allows the City Executive Officer to serve as the Director of Emergency Services to take measures necessary to protect and preserve public health and safety and support requests for C ounty, State, and Federal assistance. A proclamation also provides C ity staff with additional powers and authorities to increase the speed and effectiveness of City response activities.

The EOP is organized and defined as follows:
• Basic Plan (also referred to as EOP in this document) —Presents the planning assumptions, policies, and concept of operations that guide the responsibilities for emergency preparedness, response, recovery, and mitigation for Pleasanton
• Appendixes—Additional information on the Emergency Action Plan and a profile of Pleasanton

City of Pleasanton
Emergency Operations Plan
iv June 2025
• Annexes—Hazard-specific and functional applications of the EOP

Several City plans, procedures, and other documents support or relate to this EOP, including • Tri-Valley Hazard Mitigation Plan (Tri-Valley HMP (vol 1), 2023) (Tri-Valley HMP vol 2, 2023) • Disaster Debris Management Plan
• Water Emergency Response Plan

AUTHORITY , APPROVAL , AND DISTRIBUTION
This Emergency Operations Plan is sanctioned under the authority of the Pleasanton Municipal Code and issued under the authority of the Director of Emergency Services. State authority can be found, in part, in the California Emergency Services Act (State of California 2015) , the Standardized Emergency Management System (California 2023) , and various other codes and regulations. Federal authority is found in the Robert T. Stafford Act (FEMA, 2019), Homeland Security Presidential Directive 5 (FEMA, 2003) and Presidential Policy Directive 8 (DHS, 2011). The systems used nationally are the National Incident Management System (FEMA 2017) and the National Response Framework (FEMA 2019).

This document shall be the official all-hazards Emergency Operations Plan for the City of Pleasanton and shall supersede all previous plans for this purpose. Nothing in this plan shall be construed in a manner that limits good judgment and common sense in matters not foreseen or covered by the elements of the plan or any appendices hereto.

This plan is approved by the City Manager for the City of Pleasanton and adopted by the City Council.

Copies of the plan will be distributed electronically to each City department, the EOC, and EOC Section Chiefs.

City of Pleasanton

____________________________________________________________________________ Gerry Beaudin, City Manager Date

City of Pleasanton
Emergency Operations Plan
v June 2025

EOP ADOPTION RESOLUTION

City of Pleasanton
Emergency Operations Plan
vi June 2025

PLAN CHANGES/UPDATES
Date Change Updated by Department

The EOP will be distributed electronically , with the City’s Emergency Manager maintaining the primary copy.

DISTRIBUTION LIST
Name Department/Agency Date of Delivery Number of
Copies

City of Pleasanton
Emergency Operations Plan
vii June 2025
Disclosure Exemptions
While sections of this document may be available for public review, other portions may contain sensitive information relevant to the emergency response operation of the City of Pleasanton. Portions that include information with significant implications on City, County, State, and/or national security are placed in attachments that are exempt from public disclosure under the provisions of the California Public Records Act § 7920 et seq.

Liability Exemption
Incident response sometimes requires that decisions occur under adverse conditions and situations.

Government agencies and entities operating in concert with the EOP shall not be liable for injury, death, or loss of property except in cases of willful misconduct or gross negligence.

Adherence to the Plan (EOP)
Information provided in this plan and appendices is guidance and not policy. Decisions and directions about the most appropriate approach and course of action for response and recovery may be influenced by various factors and will be determined based on the best information available at the time.

City of Pleasanton
Emergency Operations Plan
1 June 2025

BASIC PLAN

1.0. I NTRODUCTION
The Emergency Operations Plan (EOP) is a foundational document for the City of Pleasanton’s emergency management activities. While resources may be called upon as needed, core responsibilities are outlined in the EOP Basic Plan and associated annexes. To ensure adequate preparedness, City departments should actively participate in preparedness and planning activities , including the development of departmental plans, policies, and procedures as necessary to fulfill assigned roles and obligations.

This EOP embraces the Federal Emergency Management Agency’s (FEMA) “Whole Community” approach to emergency management as outlined in FEMA’s Comprehensive Preparedness Guide (FEMA 2021). This approach recognizes the role of nongovernmental organizations (NGOs), community-based organizations (CBO), faith -based organizations (FBO), private sector businesses, educational institutions, and other stakeholders in emergency management, in addition to Pleasanton’s resources. The EOP reflects the wide variety of support that may be required by residents, visitors, and businesses, including people with disabilities and others with access or functional needs.

Certain groups and organizations will need to interface with the City's Emergency Operations Center (EOC) and among one another, including in circumstances where normal telecommunications may be impaired.

Members of the community should be aware of the potential risks and hazards that are present and the responsibility to be prepared. By understanding the elements of this plan, the City and such organizations can facilitate that process.

1.1. Purpose
The purpose of th is EOP is to provide the framework, concepts, and protocols of the City’s emergency management operations to ensure effective coordination of the City’s response to emergencies and disasters. It identifies roles and responsibilities for various individuals and departments as they pertain to preparedness, response, recovery, and mitigation activities. This plan serves as a foundational document for other City plans as well as a reference document for other government and non -government organizations and entities. It is intended to be used in concert with other related plans, such as hazard mitigation, recovery, and continuity of operations. This EOP complies with current Federal, State, and local laws and regulations and incorporates best practices.

1.2. Goals and Objectives
The overall objective of emergency management is to ensure the effective coordination of response forces and resources in preparing for and responding to situations associated with natural disasters, technological incidents, and national security emergencies. To carry out its responsibilities, the emergency management organization will accomplish the following objectives during an emergency/disaster as prioritized below:
• Goal 1: Save Lives
o Objective 1.1: Prepare and disseminate emergency public information to alert, warn, and

City of Pleasanton
Emergency Operations Plan
2 June 2025
inform the public.
o Objective 1.2: Provide effective life safety measures. • Goal 2: Incident Stabilization and Restoration of Essential Services o Objective 2.1: Maintain overall coordination/support of emergency response and recovery operations.
o Objective 2.2: Coordinate and liaise with appropriate F ederal, State, and other local government agencies as well as applicable segments of private sector entities and volunteer agencies.
o Objective 2.3: Establish priorities and resolve conflicting demands for support. o Objective 2.4: Provide accurate documentation and records required for cost recovery efforts.
o Objective 2.5: Provide for the rapid resumption of impacted businesses and community services.
• Goal 3: Protection of Property and the Environment
o Objective 3.1: Provide effective response efforts to reduce property loss and damage to the environment.

1.3. Scope
The EOP serves as the foundational document for the City’s emergency management activities. The EOP applies to any significant emergency association with any hazard or threat, natural, technical, or human- caused, which may affect the City and result in a planned, coordinated response effort by City agencies .

While all City resources may be called upon as needed, specific departmental responsibilities are outlined in the EOP Basic Plan and associated annexes. To ensure the City is adequately prepared, all City departments are required to actively participate in preparedness and planning activities to include the development and review of departmental plans, policies, procedures, resource information, and contact information as necessary to fulfill their assigned roles and obligations.

1.4. Limitations
While many of the elements outlined in the EOP are designed for flexibility and can be utilized as needed to address a number of emergency and non-emergency events, some activities require special activation or a formal disaster declaration by the City Council. Similarly, the EOP is not meant to outline procedures for routine incidents or minor emergencies, which are adequately addressed through existing processes.

The EOP identifies operational strategies and plans for managing inherently complex and potentially catastrophic events. Assets, resources, and departments are potentially vulnerable and may become overwhelmed. Deviations from the organizational and respon se structures outlined in the EOP may be required, based upon evolving needs and available resources.

The EOP is designed to promote flexibility whenever possible and is not intended to limit the use of good judgment and common sense in matters not foreseen or adequately addressed by elements of the EOP and its associated annexes, appendices, or plans.

City of Pleasanton
Emergency Operations Plan
3 June 2025

1.5. Situation/Hazard Assessment
Pleasanton is located within Alameda County, one of nine Bay Area counties bordering the San Francisco Bay. Within City limits, Pleasanton comprises generally flat land that was once covered with native vegetation and agriculture and is now mostly developed with urban land uses. To the east of City limits lie sand and gravel quarries – a result of alluvial deposits from prehistoric streams flowing through the Tri- Valley – which in the future will convert to water conservation and recreational uses. To the s outh are vineyards along Vineyard Avenue and a series of gently to steeply sloping hills – the Southeast Hills – which sustain grazing lands and cattle. Finally, to the west, the seismically active Pleasanton and Main Ridges rise sharply, providing recreational and grazing areas. Downtown Pleasanton boasts some buildings from the late 1890s and is generally the center of community activities. U.S. Census estimates the City’s population at 74,653 (2023). Pleasanton will provide a response that is commensurate with the available staffing and resources at its disposal. Pleasanton does not have the capability and resources to provide adequate response for all emergencies and incidents during disasters. As warranted, the City can request additional assistance through the Alameda County Operational Area (OA).

The City’s current Hazard Mitigation Plan identifies the following as the high and medium natural hazards for the Tri-Valley planning area (Dublin, Livermore, and Pleasanton):

Hazard Type Category
Earthquake High
Severe weather Medium
Landslide Medium
Flood Medium

1.6. Planning Assumptions
The following assumptions may be viable during emergency and/or disaster operations:
• Pleasanton is susceptible to several and risks that may result in critical incidents which may include natural, technological, or human-caused.
• Emergencies may occur at any time with little or no warning and may exceed the capabilities of local, State, and Federal governments, and the private sector in the affected areas. • All City departments will participate in planning and preparedness activities as required. • City personnel will be adequately trained to perform the emergency roles to which they are assigned.
• The City’s EOC may be partially or fully activated to support operations during critical incidents. • The City of Pleasanton is primarily responsible for emergency action within its municipality and will commit all available resources to save lives, minimize injuries to persons, and minimize damage to property and the environment.
• City departments will participate during a significant emergency or disaster; however, personnel may be unavailable or unable to report to work.
• Pleasanton will utilize Standardized Emergency Management System (SEMS), Incident Command

City of Pleasanton
Emergency Operations Plan
4 June 2025
System (ICS) , and National Incident Management System (NIMS) in emergency response and management of operations.
• The City will commit its resources to a reasonable degree before requesting mutual aid assistance.
• Non-essential City operations may be reduced or canceled in order to prioritize resources. • Following a major disaster or catastrophic incident, Pleasanton may have to rely on its own resources to be self-sustaining until mutual aid is available. • Transportation infrastructure may be disrupted, and access to critical facilities may be blocked. • Critical infrastructure and utilities (natural gas, water, electricity, sanitary sewer, garbage, recycling, communications, among others) may be severely impacted. • Residents, businesses, and other entities may need to be self-sufficient for one week or more. • Reasonable accommodations will be made for people with disabilities and/or access and functional needs, but additional planning, resources, and support may be required during emergencies.

2.0. C ONCEPT OF OPERATIONS
In accordance with State and Federal laws and guidance, the City of Pleasanton has officially adopted and integrated the following emergency management, response, and coordination systems into the current emergency management operations:
• Incident Command System (ICS)
• Standardized Emergency Management System (SEMS)
• National Incident Management System (NIMS)
Collectively, the congruent operational systems outline how critical incidents, emergencies, and disasters will be coordinated in the field and at all levels of government: Local, County, Regional, State, and Federal.

2.1. Field-Level Coordination
As mandated by both SEMS and NIMS, Pleasanton uses the ICS to manage response activities in the field.

ICS provides for common terminology, processes, and position titles, while allowing the delegation of functions (or tasks) to subordinate positions to promote proper span of control and unity of command.

ICS is applicable to any size incident and is designed to be scalable. The standardization of ICS principles and nomenclature is capable of integrating large numbers of personnel from disparate organizations.

2.2. Local, Regional, and State-Level Coordination

2.2.1 Standardized Emergency Management Sections
SEMS is intended to standardize response in emergencies and is intended to be flexible and adaptable to the needs of the emergency responders. SEMS forms the foundation of emergency management organization throughout the State of California, and its use is required by all jurisdictions. SEMS requires agencies to use basic principles and components of emergency management, including ICS, multi-agency coordinator, OA concept, and established mutual aid systems. Local government must use SEMS to be eligible for State funding of response-related personnel costs. SEMS utilizes five organizational tiers, which

City of Pleasanton
Emergency Operations Plan
5 June 2025
are activated as need ed: field response, local government, OA regional, and state . Pleasanton has incorporated the use of SEMS into its emergency management program.

2.2.2 Multi-Agency Coordination System (MACS)
The MACS is a part of NIMS and provides the basic architecture for facilitating the allocation of resources, incident prioritization, coordination and integration of multiple agencies for large -scale incidents and emergencies. A MAC Group is made up of administrators or designees authorized to represent or commit agency resources and funds. MAC groups do not have direct involvement in the incident(s) and may function virtually. The principal functions and responsibilities associated with MACS include:
• Situation awareness/assessment
• Incident priority determination
• Critical resource acquisition and allocation
• Anticipating/identifying future resource requirements • Coordinating policy issues
• Providing strategic coordination
• Joint information systems
Examples of a MAC Group include policy groups (elected or appointed officials), emergency management committees (emergency managers, first responders , and allied agencies), or multi- agency committees, such as Incident Management Teams (IMT) or Emergency Management Planning Committees.

2.2.3 Field Response
Field response includes on -scene activities and coordination, consistent with ICS, to make tactical decisions in direct response to the emergency or disaster. The field response is managed through an Incident Command Post (ICP). Resource requests and situation reports are routed from the field to the next SEMS organizational level, either through participating response agencies or the local EOC , if activated.

City of Pleasanton
Emergency Operations Plan
6 June 2025

2.2.4 Local Government
The City of Pleasanton , as a local government, retains the responsibility and authority for managing response activities within its jurisdiction. To support these efforts, the City may activate its EOC and departments may activate respective Department Operations Center (DOCs). The EOC provides agency coordination, provides logistical support, establishes common operating procedures, identifies overarching priorities, and prioritizes available resources. Additionally, the EOC coordinates with Alameda County Operational Area (OA)/County EOC.

2.2.5 Operational Area
The OA provides response coordination for all political subdivisions within the C ounty’s jurisdiction. The OA coordinates response activities within the County’s jurisdiction through the County EOC, if activated.

The OA serves as a link to the regional level and other OAs within the region.

Pleasanton is part of the Alameda County OA and coordinates with the Alameda County Office of Emergency Services (OES). The City participates in Alameda County OA planning, and during a critical incident, coordinates with the OA through either the Alameda County OES or the Alameda County EOC, if activated.

2.2.6 Regional
The State of California is divided into three regions that each maintains Regional Emergency Operations Centers (REOC) to coordinate resource requests, support mutual aid, and promote situational awareness between their respective OAs. The City of Pleasanton and Alameda County are in the Coastal Region.

2.2.7 State
The Governor, through California Office of Emergency Services (Cal OES) and its mutual aid regions, will coordinate statewide operations to include the provision of mutual aid and other support to local jurisdictions and the redirection of essential supplies and other resources as required. Alameda County is part of the OES Coastal Region. Requests that exceed the capabilities of the O A will be forwarded to the Region.

The Cal OES Director, assisted by State Agency Directors, their staff, and volunteer agency staff, will constitute the State emergency management staff.

2.2.8 Mutual Aid
The California Mutual Aid System operates within the framework of the California Master Mutual Aid Agreement (MMAA) and under the authority of the California Emergency Services Act. The system allows for the mobilization of resources to and from emergency response agencies, local governments, OAs, regions, and the State with the intent to provide requesting agencies with adequate resources. Mutual aid is utilized by primary response disciplines:
• Fire and Rescue
• Law Enforcement
• Coroner/Medical Examiner
• Emergency Management
• Medical & Health

City of Pleasanton
Emergency Operations Plan
7 June 2025
• Public Works-Cal WARN

Mutual Aid
Response Discipline Coordinating Agency Mutual Aid Elements Included Fire and Rescue Cal OES Fire and Rescue Branch
Fire and Rescue Mutual Aid
Urban Search and Rescue Mutual Aid
Hazardous Material Mutual Aid
Law Enforcement Cal OES Law Enforcement
Branch
Law Enforcement Mutual Aid
Search and Rescue Mutual Aid
Coroner/Medical
Examiner
Cal OES Law Enforcement
Branch Coroner/Medical Examiner Mutual Aid
Emergency
Management
Cal OES Emergency
Management
Emergency Management Mutual Aid
Public Utilities Mutual Aid
Water/Wastewater Agency Response Network
Medical and
Health
California Emergency Medical
Services Authority Disaster Medical and Health Mutual Aid Public Works CALWARN Water & Wastewater Mutual Aid
The California Mutual Aid System includes six mutual aid regions in order to facilitate the coordination and flow of mutual aid requests. As part of the Cal OES Coastal Region, Pleasanton and Alameda (County) OA are part of Mutual Aid Region II.

The system includes a number of discipline-specific mutual aid systems that operate through designated mutual aid coordinators at the OA, regional, and state levels. Mutual aid requests are coordinated within their geographic area before unfilled requests are forwarded to the next level. Mutual aid requests that do not fall into one of the discipline -specific mutual aid systems are handled through the emergency services mutual aid system and by emergency management staff at the local government, OA , regional, and state levels.

2.3. National Incident Management System
NIMS provides a comprehensive national framework for incident management applicable at all jurisdictional levels and across all functional disciplines. The majority of NIMS requirements apply to the City of Pleasanton, including the adoption of ICS. Additional elements of NIMS outline coordination between Federal agencies and the use of Federal assets and resources.

NIMS is built on the following three components:
• Resource Management
• Command and Coordination, including the ICS
• Communications and Information Management

City of Pleasanton
Emergency Operations Plan
8 June 2025

2.4. National Response Framework
The National Response Framework (NRF) is built upon the premise that incidents are typically handled at the lowest jurisdictional level. The NRF provides the framework for federal interaction with state, local, tribal, private sector, and nongovernmental entities in the context of domestic incident management to ensure timely and effective Federal support.

2.5. Emergency Management Organization
The City’s Municipal Code Chapter 2.44 (City of Pleasanton Municipal Code, 2023) outlines the purpose of emergency services for the preparation and carrying out of plans for the protection of people and property within the respective City in the event of an emergency; the direction of the emergency organization; and the coordination of the emergency functions with all other public agencies, corporations, organization s, and affected persons.

2.6. Director of Emergency Services
Pleasanton’s Municipal Code designates the City Manager as the Director of Emergency Services, who has the responsibility and authority for managing the emergency organization within their City. The Director of Emergency Services may appoint an Assistant Director.

2.7. Disaster Council
The City’s Municipal Code establishes a Disaster Council, which consists of the following people:
• Mayor (chair)
• Director of Emergency Services (vice chair)
• Assistant Director of Emergency Services
• Such Chiefs of emergency services as provided for in the current emergency plan • Such civi c, business, labor , veterans, professional or other organizations representatives who have an official emergency responsibility.

The Disaster Council is empowered to develop and recommend for adoption such emergency and mutual aid plans and agreements, ordinances, resolutions, rules, and regulations that are necessary to implement these plans and agreements. The Council shall meet when called by the Chair or when absent by the Vice Chair.

2.8. City Employees
One of the greatest resources for the City of Pleasanton is its employees. California Government Code designates that all public employees are Disaster Services Workers (DSWs) (State of California, 2013). Any employee of the City of Pleasanton may be assigned to perform activities that promote the protection of public health and safety or the preservation of lives and property. Such assignments may require services at locations, times, and under conditions that are significantly different from normal work assignments and may continue into the Recovery Phase of the emergency.

City of Pleasanton
Emergency Operations Plan
9 June 2025

2.9. Alameda County Office of Emergency Services
Alameda County OES provides OA coordination during disasters and emergencies and assists jurisdictions with preparedness, mitigation, recovery, and response efforts.

Alameda County OA would be the next SEMS level for providing the City with support and resources during and after an emergency or disaster.

3.0. E MERGENCY MANAGEMENT PHASES
Emergency management is divided into various phases , with each of these phases flowing into the next one. There is no clear demarcation of when one phase starts and another one ends. Elements from each phase may be used to support or augment elements from another phase.

3.1. Preparedness Phase
The Preparedness Phase involves activities undertaken in advance of an emergency. These activities develop operational capabilities and effective responses to a disaster. These activities focus on maintaining or improving capabilities that will be used in the response or recovery phases. Preparedness actions might include mitigation activities, emergency/disaster planning, training, exercises , and public education. Members of the emergency management organization should prepare checklists detailing assignments, notification rosters, resource lists, and other useful documents. Personnel should be acquainted with these documents through periodic training and reviews.

3.1.1 Planning
Emergency planning includes a wide variety of plans at the strategic, operational, and tactical levels.

Strategic plans include the EOP and many of its associated hazard -specific or functional annexes, while operational and tactical planning includes more detailed information such as standard operating procedures (SOP), checklists, personnel assignments, notification rosters, resource lists, and forms.

All City departments are required to participate in the development of relevant strategic and operational plans while ensuring that internal tactical planning is sufficient to meet the needs of their outlined roles and assigned objectives. This includes the development of department-specific SOPs required to meet the objectives outlined for each department.

3.1.2 Continuity Planning
Disasters or major emergencies have the potential to disrupt or interrupt critical and essential City services that are vital to the health and welfare of its residents. Planning for such possibilities addresses the continuation of government and succession of officers. To ensure this continuity, the City will address the following:
• Identification and prioritization of essential services • Establishment, promulgation, and maintenance of orders of succession • Identification of delegations of authority

City of Pleasanton
Emergency Operations Plan
10 June 2025
• Identification of continuity of communication
• Identification and maintenance of continuity of facilities • Maintenance of vital records
• Establishment of process of reconstruction
• Development of an effective test, training, and exercise program to support continuity efforts • Development of a Continuity of Operations Plan (COOP) – detailed and comprehensive information is contained in the COOP plan; the COOP Plan should be used in concert with the EOP

3.1.3 Training
Training is an essential component of preparedness and greatly impacts the ability to respond to and recover from a critical incident.

The City facilitates trainings and regularly communicates opportunities to City members. Additionally, the City prioritizes trainings that promote staff understanding and familiarity with the following concepts:
• Incident Command System (ICS)
• California Standardized Emergency Management System (SEMS) • National Incident Management System (NIMS)
• California DSW [CA Government Code 3101]
• EOC Functions
The City Manager or designee will ensure that staff members assigned to the EOC are adequately trained and competent to fulfill their designated responsibilities. Staff members are encouraged to engage in ongoing emergency management training to be familiar with current plans and guidance and capable of fulfilling the EOC role to which they are assigned.

3.1.4 Exercises
Exercises are a primary tool for assessing preparedness and identifying areas for improvement. They are a valuable method to validate plans and train personnel. Pleasanton incorporates guidance from the Homeland Security Exercise and Evaluation Program (HSEEP) in the development of its exercises.

A variety of exercises and trainings are used to assess capabilities and prioritize future planning and training needs. By simulating potential response and recovery scenarios, Pleasanton is able to validate existing plans and determine where additional training might be needed. The City’s Disaster Preparedness Working Group will develop an Integrated P reparedness Plan (IPP) that incorporates a building block approach in the development of planned exercises to facilitate increasing awareness and knowledge.

3.1.5 Public Awareness & Education
The Disaster Preparedness Working Group , City departments, and their partners promote public awareness and education to strengthen overall preparedness , awareness, and community resilience. By providing community education, outreach, training, and coordination, the City increases the ability of community members and organizations to adequately prepare for and meet their own needs. By promoting self- reliance and preparedness, the Cit y reduces the overall burden on resources and competing needs that may arise during critical incidents.

City of Pleasanton
Emergency Operations Plan
11 June 2025
Public education is an essential tool to teach residents how to prepare for, react to , and recover from a major emergency or disaster. Residents should take advantage of various emergency preparedness information and resources from City, County, State, and Federal governments, among other sources, and incorporate recommended practices into their regular routines.

3.2. Response Phase
The Response Phase includes any actions taken immediately before, during, or directly after a critical incident in order to minimize the potential or existing impacts of the incident.

3.2.1 Pre-Event
Some incidents may provide sufficient warning to allow for pre -event or precautionary measures.

Depending on the likelihood of significant impacts, pre-event response may include:
• Public warning
• Evacuations
• Resource mobilization
• Staging
• Mutual aid requests
• Proclamation of a Local Emergency

3.2.2 Emergency Response
Emergency response activities are actions taken during or immediately after a critical incident to reduce or minimize actual impacts. While these activities are often associated with traditional response units – fire, law enforcement, emergency medical service (EMS), and public works – the size and complexity may require support from additional governmental agencies, nongovernment organizations (NGOs), businesses, community-based organizations (CBOs), faith-based organizations (FBOs), and other partners.

During emergency responses, some incidents may escalate beyond the capabilities of field operation management and may necessitate the need for additional support and coordination , requiring the activation of a D OC. When an incident or multiple incidents exceed the capabilities of a DOC, or when multiple department DOCs have been activated and more coordinated efforts are needed, the EOC should be activated.

When coordinating emergency response activities and prioritizing needs and objectives, the following hierarchy is utilized:

1. Life safety

2. Incident stabilization

3. Protection of property and infrastructure and restoration of essential services

4. Reduce impacts on the environment
Emergency response may include activities related to short-term recovery and often overlaps with long- term recovery operations.

3.2.3 Prolonged Emergency
In addition to continuing life and property protection , operations, mass care, relocation, public information, situation analysis, status, and damage assessment operations will be initiated.

City of Pleasanton
Emergency Operations Plan
12 June 2025

3.3. Recovery Phase
The Recovery Phase includes short- and long-term activities focused on returning the community to pre- incident or improved conditions. In some situations, when a disaster declaration has been made, recovery activities may include the critical task of identifying, documenting, and quantifying response and recovery costs eligible for reimbursement.

The Recovery Phase may begin during the Response Phase or as directed by the EOC Director. Depending on the incident, the recovery process may be short or be a sustained operation lasting several years. A comprehensive Recovery Plan may provide more detailed actions for a prolonged recovery period. A separate and detailed Recovery Plan would contain specific procedures and protocols, roles , and responsibilities. The EOP is intended to be used mostly during the Response Phase of an incident; it is not intended to be a comprehensive R ecovery Plan. The City may set priorities and secure resources. The following actions may assist and facilitate recovery efforts:
• Conducting damage assessments
• Assessing housing needs – both support and solutions
• Issuing permits for repairs and demolition
• Debris removal
• Opening roadways and transportation routes
• Restoring utilities – water, electricity, gas, communications, sewer, internet, cable • Opening Local Assistance Centers (LACs)
• Restart government functions
• Coordinating efforts with Alameda County OES
• Working with local businesses to restore operations
• Coordinating with County, State, and Federal officials regarding financial recovery for the City • Coordinate with County Public Health efforts for disasters that include health issues • Identify and prioritize essential functions and services

3.3.1 Short-term Recovery
Short-term recovery operations begin during the Response Phase and may include activities such as the restoration of essential services, rapid debris removal, and the re-establishment of City services.

3.3.2 Long-term Recovery
Long-term recovery operations are often required to address extensive damage to infrastructure or widespread devastation. Activities include the restoration and reconstruction of public facilities and disaster response cost recovery.

The recovery period has major objectives that may overlap with other phases of the emergency management cycle, including:
• Reinstatement of family and individuals’ autonomy
• Provision of essential public services
• Permanent restoration of private and public property
• Identification of residual hazards

City of Pleasanton
Emergency Operations Plan
13 June 2025
• Plans to mitigate future hazards
• Recovery of costs associated with response and recovery efforts • Coordination of State and Federal government, private, and public assistance

As the immediate threat to life, property, and environment subsides, the rebuilding of Pleasanton will begin through various recovery activities. Long -term planning efforts, including public safety and infrastructure sustainability, are included in the Pleasanton General Plan. Recovery activities involve the restoration of services to the public and rebuilding the affected area(s). Examples of recovery activities may include:
• Restoring all utilities
• Establishing and staffing LACs and Disaster Assistance Centers (DACs) • Applying for State and Federal assistance programs
• Conducting hazard mitigation analysis
• Identifying residual hazards
• Determining recovery costs associated with response and recovery

3.3.3 Damage Assessment
Damage Assessment activities involve identifying, recording, compiling, and analyzing damage information to determine the type of recovery assistance needed. Following major disasters, a process known as Preliminary Damage Assessment (PDA) is employed to d etermine preliminary eligibility for certain State and Federal financial assistance and reimbursement programs.

3.3.4 Disaster Assistance Programs
If the disaster is significant enough to warrant a gubernatorial and a presidential disaster declaration, additional State and Federal assistance may become available. A local disaster proclamation does not automatically warrant the provisions of State or Federal assistance. The City will have to qualify for these additional resources. If determined to be eligible, the City and its residents may be able to participate in State and Federal disaster assistance programs for the following:
• Individuals: May be eligible for loans and grants for housing assistance programs (for homeowners and renters), and uninsured disaster -related necessities (including personal property, medical, dental, and transportation expenses). Other Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) programs include crisis counseling, disaster unemployment assistance, and legal services.
• Businesses: May be eligible for low -interest loans to assist with uninsured physical damaged through the United States Small Business Administration (SBA). • Government: Assistance may be available through State assistance under the California Disaster Assistance Act (CDAA), as well as several Federal programs, including the FEMA Public Assistance (PA) Grant Program and the Hazard Mitigation Grant Program (HMGP). • Nonprofit Organizations: Assistance may be available through the S tate CDAA as well as several Federal programs, including the FEMA PA Grant Program for eligible nonprofit organizations.

City of Pleasanton
Emergency Operations Plan
14 June 2025

3.3.5 Recovery Documentation
Documentation is the key to recovering eligible response and recovery costs. Damage assessment documentation will be critical in establishing the basis for eligibility for disaster assistance programs.

Various State and Federal assistance programs require different types of documentation for eligible costs and, in addition to structural damage, may include staff time, equipment, and materials utilized in response to the incident. To support the maximum recovery of eligible reimbursement, City departments must identify and support internal mechanisms for tracking and documenting appropriate costs.

3.3.6 After-Action Report
As part of the R ecovery Phase, and in accordance with SEMS, the State of California requires any City proclaiming a local emergency for which the G overnor proclaims a State of Emergency to complete and transmit an after-action report to Cal OES within 90 days of the close of the incident period. The after- action report should include the following information:
• Documentation of response activities
• Identification of problems and successes during emergency operations • Analysis of the effectiveness of SEMS components
• Plan of action for implementing improvements
• Cal OES After-Action Questionnaire

3.4. Mitigation Phase
Preventing damage and losses from disaster includes those efforts known as mitigation activities.

Mitigation efforts occur both before and following disastrous events. Post -disaster mitigation is part of the recovery process. Preventing, eliminating, or re ducing the impact of hazards that exist within Pleasanton and that are a threat to life and property are part of the mitigation efforts.

The current Tri-Vally Local Hazard Mitigation Plan identifies mitigation action items. These documents identify which department is responsible as the lead managing these actions. The plan is reviewed annually and updated every five years.

Mitigation activities may include the implementation, augmentation, or promotion of the following:
• Local ordinances and statutes (zoning ordinance, building codes, ordinances, and enforcement) • City of Pleasanton Hazard Mitigation Plan
• Structural measures
• Disaster, earthquake, or flood insurance
• Public information and outreach and community relations • Risk mapping
• Structural retrofitting
• Monitoring and inspection
• Land use planning
• General Plans
• Public outreach and education

City of Pleasanton
Emergency Operations Plan
15 June 2025

3.5. Whole Community Approach
Pleasanton’s ability to respond and recover from significant emergencies and major disasters is highly dependent upon planning for the unique needs and specific requirements of the residents and non - residents, commuters, and visitors. To further identify and meet these needs, a “Whole Community” approach has been adopted to include and integrate community partners, neighbors, and other stakeholders in all phases of emergency management. Through these collaborative efforts , Pleasanton will become more resilient and be tter prepared to meet the needs of its residents and any daytime population increase, those with disabilities, access and functional needs, and cultural considerations.

The City will include the Whole Community Approach when preparing for, responding to, recovering from, and mitigating against major emergencies and disasters.

3.5.1 Residents
Residents of Pleasanton play a fundamental role in emergency management by ensuring that they are prepared for emergencies and disasters. In most disasters, City residents will be the first to respond — family members caring for one another, neighbor helping neighbor. In a major disaster, residents may not have access to City services for days. Individual preparedness will ensure that the City’s limited resources can go where they are most needed.

The City recommends that all residents prepare for disaster by taking first aid and CPR training, maintaining disaster supplies of food and water, and safekeeping personal documentation (e.g., personal identification and individual medical records). These actions will better prepare residents to evacuate or shelter in place for up to a week. Those families or residents with disabilities and others with access and functional needs may require additional personal planning before, during, and after an emergenc y to accommodate their need for assistance with communication, maintaining health and medical supplies, independence, support and safety, or transportation.

3.5.2 Community Organizations/Volunteer Groups
Pleasanton has several volunteer organizations that promote emergency preparedness and assist during emergencies and disasters. These include Community Emergency Response Teams (CERT) , Pleasanton Amateur Radio Emergency Services, and other similar organizations. These organizations can play a vital role in assisting neighborhoods in preparing for and assist ing with disasters and emergencies. The Amateur Radio Groups can assist with auxiliary forms of communication from neighborhoods . CERT volunteers can activate and serve a role in providing basic assistance and support throughout various communities.

3.5.3 Private Sector
Pleasanton has a vibrant business community that includes traditional retail, recreational, entertainment, and corporate businesses. The City engages with the private sector to better understand their needs, identify resources, and develop partnerships. Much of the City’s private sector partners address preparedness planning internally to minimize business disruptions and to support the well-being of their employees and offer their resources and technical capabilities to the larger community. The City acknowledges this valuable support and will continue collaborative efforts with the private sector as a component of the overarching emergency management program. In its efforts to engage the private

City of Pleasanton
Emergency Operations Plan
16 June 2025
sector, the City may solicit agreements, arrangements, memorand a of understanding, and the like with various businesses and or business groups, such as the Chamber of Commerce. The nature of these relationships and roles and responsibilities will be outlined in provisions and/or documents.

3.5.4 People with Disabilities
People with disabilities often require additional planning and support to ensure they receive equal access and coverage as required under the Stafford Act as well as other State and Federal legislation such as the Americans with Disabilities Act (ADA) of 1990. Disabilities are not always apparent and may include impairments of mobility, vision, and hearing as well as some cognitive disorders and mental illnesses. To meet the needs of these individuals, Pleasanton is committed to supporting efforts and activities designed to improve and validate capabilities in support of people with disabilities, including but not limited to:
• Notifications and warning procedures
• Evacuation, transportation, and sheltering considerations • Accommodations for service animals
• Accessibility to information

3.5.5 Individuals with Access and Functional Needs
In addition to people with disabilities, Pleasanton recognizes that additional support may be necessary to support those with access and functional needs (State of Cailifornia , 2019) . These are not necessarily related to a specific condition, diagnosis, or impairment and are based upon functional areas such as:
• Maintaining independence
• Effective communication
• Transportation
• Supervision
• Medical care
Individuals with access and functional needs may not have access to support networks outside of their immediate communities or be able to self-evacuate. As a result, they may have additional needs before, during, and after an incident. Those with functional needs often include children, the elderly, tourists, and other segments of the population, such as:
• People with disabilities
• People living in institutionalized settings
• People from diverse cultures
• People with limited English proficiency
• People without transportation
• People who are economically disadvantaged
• Women who are pregnant

3.5.6 Considering Diversity, Equity, and Inclusion
Social conditions that may cause inequity, injustice, and lack of access to essential services may be intensified in readiness, response, and recovery operations. Disasters can lead to disparate outcomes. It is important for emergency managers to consider actions and decisions that look at the structure of overall

City of Pleasanton
Emergency Operations Plan
17 June 2025
emergency management programs. Examining policies, laws, regulations, and assumptions that may have unintended constraints on various underserved communities can be important before incidents occur.

The City may include these areas as part of when considering these issues as part of its Whole Community Approach:
• Agency: The whole community can make informed choices about their personal well- being because opportunities for engagement and information is available, understood, and accessible. • Equality: Individuals and community members impacted by risk and disasters do not have to prove or justify their deservedness or need for equal treatment. • Community Capacity: Embracing how community members define risk, recovery, and resilience is part of mitigation. Risk reduction begins by acknowledging and working to eliminate existing patterns of unequal distribution of risk so underlying structures and patterns are openly questioned. Historic elements of race, class, and gender can influence inequality, and should be addressed with new policies.
• Access: All community members have equitable access to resources and programs, including full participation in decision-making processes that govern resource allocation, future development, and related functions.

3.5.7 Cultural Consideration
CA Senate Bill 160 (2019) charged Cal OES and local governments to address culturally diverse communities in its emergency planning efforts. In consideration, the City will consider these communities in its planning efforts. Culturally diverse communities may include:
• Race and ethnicity
• Indigenous people
• Communities of color
• Immigrant and refugee communities
• Gender
• Age (including the elderly and youth)
• Sexual and gender minorities
• People with disabilities
• Occupation and income level (including low-income individuals and unhoused) • Education level
• People with no or limited English language proficiency • Geographic location

3.5.8 Consideration for Pets and Animals
In 2006, the federal government passed the Pets Evacuations and Transportation Standards (PETS) Act as an amendment to the Stafford Act. The PETS Act directs state and local emergency preparedness plans to address the needs of individuals with pets and companion animals during a disaster or emergency.

American Red Cross procedures allow for assigned service animals to accompany individuals.

Pleasanton works to include consideration for the needs of pets and companion animals in plans as appropriate. Alameda County Society for Prevention of Cruelty to Animals (SPCA) maintains shelters ,

City of Pleasanton
Emergency Operations Plan
18 June 2025
including mobile shelters for various pets , and can potentially be located near a designated shelter.

Throughout Alameda County, there are numerous i ndividuals and organizations (farms, ranches , and others) with large animals such as horses, cattle, sheep, goats, and/or pigs. Owners should make appropriate preparations ( e.g., sheltering, transporting) in advance for their animals before an actual disaster occurs.

4.0. E MERGENCY OPERATIONS CENTER
Pleasanton operates an E OC that provides a centralized location where emergency management coordination and decision-making occur and can support field operations during a critical incident, major emergency, or disaster. When activated, the EOC provides support for a number of critical tasks related to communication, coordination, resource management, and executive leadership.

4.1. EOC Locations
The primary EOC location is: Remillard Conference Room, 3333 Busch Rd., Pleasanton, CA The alternate EOC location is: Pleasanton Police Station, 4833 Bernal Ave., Pleasanton, CA Emergency Management Software/Application can be used for virtual activations Alternate locations would be used when the primary EOC would or might be unsafe or unusable.

Situations and circumstances may arise in which staffing an in -person EOC fully or partially may be impractical or unsafe. Alternative staffing options may be considered and implemented and may include remote, virtual, or a combination of in-person and remote. Staff will be provided with appropriate tools, equipment, and training in order to perform their assigned responsibilities. The City’s Director of Emergency Services, per City of Pleasanton M unicipal Code Section 2.44.050, is the City Manager, who will determine if alternate options will be implemented.

4.2. Activations and Deactivation
EOC equipment is maintained by the Emergency Services Manager and may be used for coordination and monitoring activities at any time without the need for a formal EOC activation. Depending upon the need and circumstances, an official EOC activation may be appropriate to support various activities which may include:
• Field response (disaster or major emergency)
• Planned events (conventions, parade, citywide event)
• Local proclamation of emergency
• Governor’s declaration of emergency
• Presidential Declaration of a national emergency
• State of War
The City Manager would typically assume the role as the initial EOC Director during an EOC activation.

For incidents or events that extend beyond an operational period (e.g., 12 hours), the City Manager may designate an alternate or replacement EOC Director. This person could be the Assistant City Manager, EOC Operations Section Chief, Emergency Services Manager, or a member of the City’s Executive Team.

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4.2.1 DOC Activation
A Department Operations Center (DOC) may activate at the discretion of a senior City Fire, Police, or Public Works official based upon current or impending conditions that may substantially alter normal operations for a temporary period. DOCs may also activate in support of EOC and field operations during a disaster.

A DOC is managed by a senior department official and primarily supports field operations in operations, logistics, and planning.

4.2.2 EOC Activation Authority
The following municipal positions have the authority to activate the City’s EOC:
• City Manager
• Police Chief or designee
• Fire Chief or designee
• Assistant or Deputy City Manager
• Emergency Services Manager
EOC activation may occur based upon escalating incidents or in anticipation of an incident or event.

Activation of multiple DOCs may warrant the activation of the EOC. DOC Commander s should be communicating with respective department heads of current and projected situation status.

As conditions warrant, the City Manager will communicate appropriate information to the C ity Council about escalating or anticipated incidents or events which may have a significant impact on Pleasanton and what efforts are being made to address the situation.

4.2.3 EOC Activation Levels
When the EOC is activated, the Alameda County OA OES/EOC will be notified. The City is currently using Veoci emergency management software during emergency situations that include EOC activations.

EOC activation levels are scalable based on the evolving needs and may include full or partial staffing as required. See table below:

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Level Operational Status
(Minimum Positions)
Trigger Event/Situation
(examples include but not limited to)
Activities
Level 3
Minimal
Staffing
EOC
Coordinator/Emergency
Services Manager
• Small incident or event
• One site
• Potential threat of:
o Flood
o Severe storm
• Escalating incident
• Situational Analysis
• Public Information
• Response Coordination
• Resource Coordination
• Reporting to State
Level 2
Partial Staffing
Management, EOC
Section Chiefs
Branches/Divisions/Units
Liaison/Agency reps,
Incident Management
Team
• Large-scale evacuations
• 2+ incident sites
• Severe weather warning
• Earthquake with minor
damage
• Major scheduled event
• Situational Analysis
• Public Information
• Response Coordination
• Resource Coordination
• Logistics Support
• Reporting to State
Level 1
Full Staffing
as needed
All positions
(as required)
• Large winter storm
• Terrorist incident
• Major earthquake
• Regional disaster
• Major wildland fire in urban
interface
• Situational Analysis
• Public Information
• Response Coordination
• Resource Coordination
• Logistics Support
• Recovery Operations
• Sustained Operations
• Reporting to State

4.2.4 EOC Deactivation
The EOC Direct or, after meeting with the Section Chiefs, will evaluate the EOC operational status and future operational needs. While the EOC Director may opt to close the EOC, the EOC may still be considered activated and minimally staffed by personnel who may be working from their respective workstations and/or remotely.

The EOC Director has the authority to deactivate the EOC. That decision may be based on various factors, such as incident/event status, termination of all field situations, staffing, among others.

4.3. EOC Communication and Coordination
The EOC has the capability to communicate and coordinate with field personnel, Incident Commander s, DOCs, external stakeholders, volunteer community groups, and other government agencies.

Coordination with field elements from the EOC may be coordinated through relevant DOCs or directly with an Incident Commander. If a DOC is not activated, the Incident Commander may communicate directly with their department-specific representative, typically located in the Operations Section of the EOC.

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The EOC will communicate and coordinate with the Alameda County EOC, when activated, or County OES, and other cities in the OA. Affected cities will provide situational awareness and relevant resource status to the County EOC.

Communication may be made in person, mobile phone, internet, or other viable means.

Additionally, EOC communication with designated volunteer community groups may occur through alternative methods such as amateur radios.

4.4. EOC Structure – Hierarchy of Command and Span of Control The essential ICS functions in SEMS and NIMS are identified as “sections” in the EOC:
• Management: Responsible for overall emergency policy and management coordination; other responsibilities of the management staff include public information, EOC safety and security, legal review of proclamations and other similar actions, and liaising with other agencies • Operations: Responsible for supporting operations, coordinating emergency response efforts and shelter operation support
• Planning: Responsible for collecting, evaluating, and disseminating information; assists in developing emergency action plan; responsible for collecting all documentation material; planning also includes intelligence-gathering such as weather information • Logistics: Responsible for providing facilities, services, personnel, equipment, materials, and resources
• Finance: Responsible for financial expenditures, records, and other administrative aspects All other functions are organized as branches, groups, or units within these sections. Only functional elements that are required to meet current objectives will be activated. Below is a sample ICS chart that can be expanded or reduced based on the scale and extent of an incident.

MANAGEMENT

OPERATIONS PLANNING LOGISTICS FINANCE
Legal
PIO
Safety

Management of personnel within the EOC will be accomplished through the assignment of Section Chiefs (general staff) to the operations, planning, logistics, and finance functions. Section Chiefs report to the

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EOC Director in the Management Section . Management staff consists of such positions as safety, legal, Public Information Officer (PIO), and others.

The City’s current EOC Section listing is included in Appendix B.

4.5. Incident and EOC Action Plans
An Incident Action Plan (IAP) is drafted for field incidents. At local government, OA, regional, and state levels, the use of EOC Action Plans (EAP) in the EOC provide designated personnel with knowledge of the objectives to be attained and the steps required for achievement. Action plans give direction and provide a basis for measuring the achievement of objectives and overall system performance in the EOC. The EOC Director will determine and direct the drafting of EAPs. The Planning Section shall be responsible for overseeing EAP development and drafting.

Planning strategy may include the incorporation of the “Planning P” as presented in Appendix C to this EOP. The “Planning P” provides planning guidance during EOC activations.

5.0. E MERGENCY DECLARATIONS

5.1. Local Proclamation
California Government Code allows a local emergency to be proclaimed by a City Council. If the City Council is not in session to issue a proclamation of a local emergency, the Director of Emergency Services is empowered to issue a proclamation of local emergency. The City Council shall take action to ratify the proclamation within seven days thereafter.

If the City of Pleasanton determines that the effects of an emergency are or may exceed the capabilities of local resources, the City Manager is empowered to issue a proclamation declaring a local emergency.

Pleasanton Municipal Code Section 2.44.060 and the California Disaster Assistance Act (CDAA) specify the requirements for proclaiming and, when necessary, maintaining, a local emergency. Compliance with the CDAA (State of California, 2015) is required in order for the City to qualify for assistance.

5.2. State of Emergency
After a proclamation of a local emergency, the governing body, having determined that local resources are not sufficient to mitigate the situation, may request by letter or resolution that the Governor proclaim a State of Emergency in the area to fully commit S tate and mutual aid assistance and provide resources to assist local government.

To support its request for a gubernatorial proclamation, it is essential that the City forward an estimate of damage and financial loss to Cal OES through the Alameda County OES as quickly as possible. Initial Damage Estimates (IDE) are an important part of the criteria that Cal OES considers when deciding to proclaim a State of Emergency and request a Presidential Declaration of Emergency or Disaster. A copy of the request for a Governor’s proclamation, with the following supporting data, must be forwarded to the Alameda County OES Director for transmission to the Cal OES Director:
• Copy of the local emergency proclamation

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• Initial Damage Estimates (IDE) summary that estimates the severity and extent of the damage (Cal OES, Initial Damage Estimates Worksheet)
(FEMA, Preliminary Damage Assessment Guide, 2025)
Cal OES prepares a recommendation as to the action that should be taken by the Governor. If the action recommends a Governor’s proclamation, Cal OES prepares the proclamation.

The Governor may also proclaim a State of Emergency without a local request if the safety of persons and property in the State are threatened by conditions of extreme peril, or emergency conditions are beyond the emergency response capacity and capabilities of local authorities. Local damage assessment documentation and submission may be required for reimbursement.

5.3. State of War Emergency
In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever the State or the 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. The provisions of the Governor granted under a State of War Emergency are the same as those granted under a State of Emergency.

5.4. Presidential Declaration
Following the proclamation of a S tate of E mergency, the Cal OES Director may recommend that the Governor request a Presidential Declaration of a major disaster under the authority of Public Law 93-288.

The Governor’s request to the President is submitted through FEMA. Supplementary justification data may be required to accompany the State and Local Proclamations and Initial Damage Estimate.

6.0. P UBLIC INFORMATION
During a major emergency, disaster, or significant event, providing accurate, timely, and coordinated information to the public and media is essential to reduce confusion, inaccuracies, and duplication of efforts. The EOC Public Information Officer (PIO) will oversee messaging during an EOC activation. If the EOC is not activated, the City’s Communications Division will lead communication efforts in partnership with the lead department.

6.1. Alerts and Notifications
During an emergency, the City will utilize various communication tools to inform the community about potential or imminent dangers and the recommended protective actions. Notifications may be coordinated with neighboring agencies and/or the County. Recognizing that some residents may have limited access or functional needs , t he City will strive to address communication in various forms.

Communication tools include but are not limited to:
• Social media
• City alert system (Alameda County Alert)
• City website

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• Local news stations
• Volunteer and neighborhood groups and community or faith-based organizations

6.2. Joint Information System
The Joint I nformation System (JIS) is the broad mechanism that gathers, verifies, and coordinates information from multiple agencies involved in an emergency situation, ensuring consistent, accurate, accessible, and timely messaging is delivered to the public and media across different jurisdictions and disciplines. The County/Operational Area may coordinate JIS activities for larger or countywide incidents and events.

6.3. Joint Information Center
The Joint Information Center (JIC) is the central location where the JIS operates during an emergency. JIC personnel perform critical emergency information, crisis communications, and public affairs functions.

A JIC will be established to provide a single, recognized source for official information, consistent messaging, and pooled resources. When activated, JIC personnel will coordinate written statements and news briefings, manage social media presence and rumor control, and perform other communication functions. Regardless of where the JIC is established, public Information functions will continue to be managed from the EOC.

7.0. C ONTINUITY OF GOVERNMENT
Continuity of Government (COG) is an essential function of emergency management and is vital during an emergency/disaster situation. COG is defined as the preservation, maintenance, or reconstitution of the civil government's ability to carry out its constitutional responsibilities. All levels of government share a constitutional responsibility to preserve the life and property of their citizens. The California Government Code and the Constitution of California provide the authority for S tate and local government to reconstitute itself in the event incumbents are unable to serve.

A major emergency or disaster could result in great loss of life and property, including the death or injury of key government officials. At the same time, there could be partial or complete destruction of established seats of government, and the destructi on of public and private records essential to the continued operations of government and industry.

In the aftermath of a major emergency, law and order must be preserved , and essential government services must be maintained. To this end, it is particularly essential that local units of government continue to function.

7.1. Line of Succession
The lines of succession for essential City positions for continuity of governance are listed below. The list also indicates the order of succession in the event the Director of Emergency Services or their designee is not available. The list does not include all City departments.

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Primary City Position Alternate
City Manager Assistant City Manager
Police Chief Police Captain
Fire Chief Deputy Fire Chief
Public Works Director Assistant Director
Community Development Director Planning & Permit Center Manager

7.2. Director of Emergency Services
The municipal code, as written, creates the Office of Director of Emergency Services and designates the City Manager to be the Director . The code further creates an Office of Assistant Director, who shall be appointed by the Director. The code also lists the powers and duties of each.

The Director shall designate the order of succession to that office; to take effect in the event the Director is unavailable to attend meetings and otherwise perform their duties during an emergency. Such order will be approved by City Council. (City of Pleasanton Municipal Code, Section 2.44.060 (B))

7.3. Emergency Organization
“All officers and employees of this City, together with those volunteer forces enrolled to aid them during an emergency, and all groups, organizations and persons who may by agreement or operation of law, including persons impressed into service under the provisions of Section 2.44.060 (A)(6)(c), be charged with duties incident to the protection of life and property in this City during such emergency, shall constitute the emergency organization of the City.” (City of Pleasanton Municipal Code, Section 2.44.070)

7.4. Essential Facilities-Alternate Government Facilities In the event an alternate location is needed to perform the day-to-day governmental functions, staff will be notified to report to one of several identified governmental facility locations where those functions can be carried out. Based upon current condit ions and situation status, the alternate location will be determined by the department head or senior City official.

7.5. Preservation of City Records
In Pleasanton, the City Clerk is responsible for managing the preservation of City records that are essential to:
• Protect and preserve the rights and interests of individuals, governments, corporations, and other entities. Example documents may include:

o Articles of incorporation
o Payroll Information
o Contracts and leases
o Plans, policies, and procedures for critical
processes
o Ordinances and resolutions

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• Re-establish normal governmental functions and protect the rights and interests of government.

Example documents may include:

o Official proceedings of the legislative body
o Financial records

Each department within the City should identify, maintain, and protect its own essential records, plans, procedures, documents, and other important operating functions and coordinate efforts with the City Clerk.

8.0. P LAN DEVELOPMENT AND MAINTENANCE
The City Emergency Services Manager (City Manager’s Office) is responsible for the review, revision, management, and distribution of the EOP. The Emergency Services Manager may delegate this assignment to another public safety staff member or members.

The EOP Basic Plan is subject to periodic formal approval by the City Council, whereas the appendices and annexes are revised as needed and are not subject to formal review and City Council approval.

The EOP Basic Plan, appendices , and annexes will be reviewed periodically by the City’s Emergency Services Manager and may be modified at any time because of a post-incident or post-exercise evaluation, or changes in responsibilities, laws , guidance, or regulations. Changes to the Basic Plan would require readoption by the City Council.

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9.0. AUTHORITIES AND REFERENCES

9.1. Local Authorities and References
• City of Pleasanton Municipal Code
• City of Pleasanton
• Alameda County Office of Emergency Services
• Alameda County Emergency Operations Plan
• Tri-Valley Local Hazard Mitigation Plan (Pleasanton Annex)

9.2. State Authorities and References
• California Government Code
• California Emergency Services Act
• California Disaster Assistance Act
• California Code of Regulations
• California Governor’s Office of Emergency Services
o Standardized Emergency Management Systems Guidelines
o Cal OES EOP Crosswalk (2020) local government
o State of California Emergency Operations Plan
o California Disaster and Civil Defense Master Mutual Aid Agreement o Orders and Regulations that may be promulgated by the Governor during a State of Emergency or a State of War Emergency
o California-Federal Emergency Operations Center Guidelines: Integrating Federal Disaster Response Assistance with California’s Standardized Emergency Management System

9.3. Federal Authorities and References
• National Fire Protection Association (NFPA)
• Federal Emergency Management Agency (FEMA)/Department of Homeland Security • Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 100-707 • Pets Evacuation and Transportation Standards Act of 2006 o National Incident Management System (NIMS)
o National Response Framework (NRF)
o Developing and Maintaining Emergency Operations Plans Comprehensive Preparedness Guide (CPG)
o Homeland Security Presidential Directives (5, 8)

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10.0. G LO SSARY AND ABBREVIATIONS
Activate: At a minimum, a designated official of
the emergency response agency that
implements SEMS as appropriate to the scope
of the emergency and the agency’s role in
response to the emergency.

ADA: Americans with Disabilities Act
After-Action Report (AAR): A report covering
response actions, application of SEMS,
modifications to plans and procedures, training
need, and recovery activities. After-action
reports are required under SEMS after any
emergency that requires a declaration of an
emergency. Reports are required within 90
days.

Agency: An agency is a division of government
with a specific function, or a nongovernmental
organization (e.g., private contractor, business,
etc.) which offers a particular kind of assistance.

In ICS, agencies are defined as jurisdictional
(having statutory responsibility of incident
mitigation); or assisting by providing resources.

Agency Representative: An individual assigned
to an incident or to an EOC from an assisting or
cooperating agency who has delegated
authority to make decisions on matters
affecting that agency’s participation at the
incident or at the EOC.

American Red Cross: A nationwide volunteer
agency that provides disaster relief to
individuals and families.

Available Resources: Incident-based resources
that are available for immediate assignment.

Cal OES: The California Governor’s Office of
Emergency Services
Care and Shelter: A phase of operations that
meets the food, clothing, and shelter needs of
people on a mass care basis.

CBO: Community-Based Organization
CDAA: California Disaster Assistance Act
CERT: Community Emergency Response Team –
a volunteer group organized by a local
government to assist during an emergency
and/or disaster.

Chain of Command: A series of management
positions in order of authority.

Continuity of Government (COG): All measures
that may be taken to ensure the continuity of
essential functions of governments in the event
of emergency conditions, including line of
succession for key decision makers.

COOP: Continuity of Operations Plan
Coordination: The process of systematically
analyzing a situation, developing relevant
information and informing appropriate
command authority of viable alternatives for
selection of the most effective combination of
available resources to meet specific objectives.

Cultural Competence: The ability to
understand, value, communicate with, and
effectively interact with people across cultures
in order to ensure that the needs of all
community members are addressed, with
priority given to “culturally diverse
communities.” “Cultural competence” includes,
but is not limited to, being respectful and
responsive to the cultural and linguistic needs
of diverse population groups.

Culturally Diverse Communities: Includes, but
is not limited to, race and ethnicity, including
Indigenous peoples, communities of color, and
immigrant and refugee communities; gender,
including women; age, including the elderly and
youth; sexual and gender minorities; people
with disabilities; occupation and income level
including low-income individuals and the
unhoused; education level; people with no or

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limited or no English language proficiency; as
well as geographic location.

Damage Assessment: The process utilized to
determine the magnitude of damage and the
unmet needs of individuals, businesses, the
public sector, and the community caused by a
disaster or emergency event.

Dam Failure: Part or complete collapse of a
dam causing downstream flooding.

Declaration: The formal action by the President
to make a State eligible for major disaster or
emergency assistance under the Robert T.

Stafford Disaster Relief and Emergency
Assistance Act, PL 3-288, as amended (the
Stafford Act).

Declaration Process: When a disaster strikes,
local authorities and individuals request help
from private relief organizations and their State
government, which gives all assistance possible.

If assistance is beyond their capability, the
Governor requests a Presidential Declaration of
a major disaster or an emergency.

Delegation of Authority: A statement provided
to the Incident Commander by the Agency
Executive delegating authority and assigning
responsibility. The Delegation of Authority can
include objectives, priorities, expectations,
constraints, and other considerations or
guidelines as needed.

Department Operations Center (DOC): A
location used by a distinct discipline, such as
fire, medical, hazardous materials, or a unit,
such as the Department of Public Works, the
Department of Health, or local water district, to
manage and coordinate their departmental
response functions in a disaster. Department
operations centers may be used at all SEMS
levels above the field response level, depending
upon the impact of the emergency.”
Disaster: A sudden calamitous emergency event
bringing great damage, loss, or destruction.

DSW: Disaster Service Worker
Emergency: A condition of disaster or of
extreme peril to the safety of persons and
property caused by such conditions as air
pollution, fire, flood, hazardous material
incident, storm, epidemic, riot, drought, sudden
and severe energy shortage, plant or animal
infestations or disease, the Governor’s warning
of an earthquake or volcanic prediction, or an
earthquake or other conditions.

EMS: Emergency Medical Service
Emergency Operations Center (EOC): A location
from which centralized emergency
management can be performed. EOC facilities
are established by an agency or jurisdiction to
coordinate the overall agency or jurisdictional
response and support to an emergency.

Emergency Operations Plan (EOP): The plan
that each jurisdiction has and maintains for
responding to relevant threats and hazards that
defines the emergency management
organization, structure, and coordination.

Emergency Services Manager: City’s staff
member responsible for the emergency
management program
Essential Facilities: Facilities that are essential
for maintaining the health, safety, and overall
well-being of the public following a disaster
(e.g., hospitals, police and fire department
buildings, utility facilities, etc.). May also include
buildings that have been designated for use as
mass care facilities (e.g., schools, churches,
etc.).

Evacuation: Organized, phased, and supervised
withdrawal, dispersal, or removal of people
from dangerous or potentially dangerous areas,
and their reception and care in safe areas.

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Exercise: Maneuver or simulated emergency
condition involving planning, preparation, and
execution; carried out for the purpose of
testing, evaluating, planning, developing,
training, and/or demonstrating emergency
management systems and individual
components and capabilities, to identify areas
of strength and weakness for improvement of
an Emergency Operations Plan (EOP).

FBO: Faith-based organization
Federal: Of or pertaining to the Federal
Government of the United States of America.

Federal Emergency Management Agency
(FEMA): This agency was created in 1979 to
provide a single point of accountability for all
Federal activities related to disaster mitigation
and emergency preparedness, response, and
recovery.

First Responder: This term refers to individuals
whose organizations’ specific and primary
responsibility is to respond to life safety
incidents.

Hazard: Natural or human-caused source of
danger or difficulty to people or property.

Hazardous Material (Hazmat): A substance or
combination of substances, which, because of
quantity, concentration, physical, chemical,
radiological, explosive, or infectious
characteristics, poses a potential danger to
humans or the environment. Generally, such
materials are classed as explosives and blasting
agents, flammable and nonflammable gases,
combustible liquids, flammable liquids and
solids, oxidizers, poisons, disease-causing
agents, radioactive materials, corrosive
materials, and other materials, including
hazardous wastes.

Hazard Mitigation: A cost-effective measure
that will reduce the potential for damage to a
facility from a disaster event.

Hazard Mitigation Plan (HMP): The plan
resulting from a systematic evaluation of the
nature and extent of vulnerability to the effects
of natural hazards, including the actions needed
to minimize future vulnerability to identified
hazards.

HSEEP: Homeland Security Exercise and
Evaluation Program
Incident: An occurrence or event, either
human-caused or by natural phenomena, that
requires action by emergency response
personnel to prevent or minimize loss of life or
damage to property and/or the environment.

Incident Action Plan (IAP): The plan developed
at the field response level that contains
objectives reflecting the overall incident
strategy and specific tactical actions and
supporting information for the next operational
period. The plan may be oral or written.

Incident Commander (IC): The individual
responsible for the command of all functions at
the field response level.

Incident Command System (ICS): The nationally
used standardized on-scene emergency
management concept specifically designed to
allow its user(s) to adopt an integrated
organizational structure equal to the complexity
and demands of single or multiple incidents
without being hindered by jurisdictional
boundaries. ICS is the combination of facilities,
equipment, personnel, procedures, and
communications operating within a common
organizational structure, with responsibility for
the management of resources to effectively
accomplish stated objectives pertinent to an
incident.

Joint Information Center (JIC): A facility
established to coordinate all incident-related
public information activities. It is the central
point of contact for all news media at the scene
of the incident. Public information officials from

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all participating agencies should collocate at the
JIC.

Joint Information System (JIS): Integrates
incident information and public affairs into a
cohesive organization designed to provide
consistent, coordinated, timely information
during crisis or incident operations. The mission
of the JIS is to provide a structure and system
for developing and delivering coordinated
interagency messages; developing,
recommending, and executing public
information plans and strategies on behalf of
the IC; advising the IC concerning public affairs
issues that could affect a response effort; and
controlling rumors and inaccurate information
that could undermine public confidence in the
emergency response effort.

Jurisdiction: The range or sphere of authority.

Public agencies have authority at an incident
related to their legal responsibilities and
authority for incident mitigation. Jurisdictional
authority at an incident can be political/
geographical (e.g., Special District, City, County,
State, or Federal boundary lines), or functional
(e.g., Police Department, Health Department,
etc.)
Local Emergency: The duly proclaimed
existence of conditions of disaster or of extreme
peril to the safety of persons and property
within the territorial limits of a County, City and
County, or City, caused by such conditions as air
pollution, fire, flood, storm, epidemic, riot, or
earthquake or other conditions, other than
conditions resulting from a labor controversy,
which conditions are or are likely to be beyond
the control of the services, personnel,
equipment, and facilities of that political
subdivision and required the combined forces
of political subdivisions to combat.

Logistics: Providing resources and other
services to support incident management.

LPFD: Livermore Pleasanton Fire Department
Mitigation: Pre-event planning and actions that
aim to lessen the effects of potential disaster.

Mutual Aid Agreement: Written agreement
between agencies and/or jurisdictions in which
they agree to assist one another upon request,
by furnishing personnel and equipment.

Mutual Aid Region: A subdivision of the
Governor’s Office of Emergency Services
established to assist in the coordination of
mutual aid and other emergency operations
within a geographic area of the State, consisting
of two or more County Operational Areas.

Sonoma County is in Mutual Aid Region II.

National Incident Management System (NIMS):

A system mandated by HSPD-5 that provides a
consistent nationwide approach for Federal,
State, local, and tribal governments; the private
sector, and nongovernmental organizations to
work effectively and efficiently together to
prepare for, respond to, and recover from
domestic incidents, regardless of cause, size, or
complexity. To provide for interoperability and
compatibility among Federal, State, tribal, and
local capabilities, the NIMS includes a core set
of concepts, principles, and terminology. HSPD-
5 identifies these as the ICS; Multi-agency
Coordination Systems; training; identification
and management of resources (including
systems for classifying types of resources);
qualification and certification; and the
collection, tracking, and reporting of incident
information and incident resources.

National Response Framework (NRF): A plan
mandated by HSPD-5 that integrates Federal
domestic prevention, preparedness, response,
and recovery plans into one all- discipline, all-
hazards plan.

NWS: National Weather Service
Nongovernmental Organization (NGO): An
entity with an association that is based on
interests of its members, individuals, or

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institutions and that is not created by a
government but may work cooperatively with
government. Such organizations serve a public
purpose, not a private benefit. Examples of
NGOs include faith-based charity organizations
and the American Red Cross.

Office of Emergency Services: An office that
coordinates emergency response and
management and resource support either at the
local, County, or State level.

Operational Area (OA): An intermediate level of
the State emergency organization, consisting of
a County and all political subdivisions within the
County’s geographic borders. An OA is defined
in law (Section 8559, California Government
Code) as an organization (not a jurisdiction)
whose boundaries are those of a County. This
organization is not necessarily a County
government; it could be several Cities, a City
and a County, a County government, or several
County governments willing to coordinate the
flow of mutual aid and information within the
defined area. The OA concept is the backbone
of SEMS.

Plan: As used by OES, a document that
describes the broad, overall jurisdictional
response to potential extraordinary
emergencies or disasters.

PPD: Pleasanton Police Department
Preparedness: The range of deliberate, critical
tasks and activities necessary to build, sustain,
and improve the operational capability to
prevent, protect against, respond to, and
recover from domestic incidents. Preparedness
is a continuous process. Preparedness involves
efforts at all levels of government and between
government, private-sector, and
nongovernmental organizations to identify
threats, determine vulnerabilities, and identify
required resources. Within the NIMS,
preparedness is operationally focused on
establishing guidelines, protocols, and
standards for planning, training and exercises,
personnel qualification and certification,
equipment certification, and publication
management.

Prevention: Actions to avoid an incident or to
intervene to stop an incident from occurring.

Prevention involves actions to protect lives and
property. It involves applying intelligence and
other information to a range of activities that
may include such countermeasures as
deterrence operations; heightened inspections;
improved surveillance and security operations;
investigations to determine the full nature and
source of the threat; public health and
agricultural surveillance and testing processes;
immunizations, isolation, or quarantine; and as
appropriate, specific law enforcement
operations aimed at deterring, preempting,
interdicting, or disrupting illegal activity and
apprehending potential perpetrators and
bringing them to justice.

Private Sector: Organizations and entities that
are not part of any governmental structure. It
includes for-profit and not-for-profit
organizations, formal and informal structures,
commerce and industry, and private voluntary
organizations.

Public Information Officer (PIO): The individual
at field or EOC level that has been delegated the
authority to prepare public information releases
and to interact with the media. Duties will vary
depending upon the agency and SEMS level.

Recovery: Activities traditionally associated
with providing Federal supplemental disaster
recovery assistance under a Presidential major
disaster declaration. These activities usually
begin within days after the event and continue
after the response activities cease. Recovery
includes individual and Public Assistance
programs that provide temporary housing
assistance, grants and loans to eligible

City of Pleasanton
Emergency Operations Plan
33 June 2025
individuals and government entities to recover
from the effects of a disaster.

Resources: Personnel and equipment available,
or potentially available, for assignment to
incidents or to EOCs. Resources are described
by kind and type and may be used in tactical
support or supervisory capacities at an incident
or at EOCs.

Response: Activities to address the immediate
and short-term effects of an emergency or
disaster. Response includes immediate actions
to save lives, protect property and the
environment, stabilize communities, and meet
basic human needs following an incident. Based
on the requirements of the situation, response
assistance will be provided to an affected State
under the National Response Framework using
a partial activation of selected Emergency
Support Functions (ESF) or full activation of all
ESF to meet the needs of the situation.

Risk: Potential for an unwanted outcome
resulting from an incident, event, or
occurrence, as determined by its likelihood and
associated consequences.

Special District: A unit of local government
(other than a City, County, or City and County)
with authority or responsibility to own, operate,
or maintain a project (as defined in California
Code of Regulations 2900(s) for purposes of
natural disaster assistance. This may include a
joint powers authority established under
section 6500 et seq. of the Code.

Stafford Act: Robert T. Stafford Disaster Relief
and Emergency Assistance Act, PL 100-707,
signed into law June 23, 1988; amended the
Disaster Relief Act of 1974, and the Sandy
Recovery Improvement Act of 2013.

Standard Operating Procedures (SOP): A set of
instructions having the force of a directive,
covering those features of operations that lend
themselves to a definite or standardized
procedure. Standard operating procedures
support an annex by indicating in detail how a
particular task will be carried out.

Standardized Emergency Management System
(SEMS): A system required by California
Government Code for managing response to
multi-agency and multi-jurisdiction emergencies
in California. SEMS consists of five
organizational levels that are activated as
necessary: Field Response, Local Government,
Operation Area, Region, and State.

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, fire, flood, storm, epidemic, riot,
TEP: Training and Exercise Plan – a plan that
outlines a schedule of emergency management
and related training courses for EOC and other
support staff, as well as a calendar of scheduled
EOC and similar exercises.

Threat: An indication of possible violence,
harm, or danger.

Vulnerability: Physical feature or operational
attribute that renders an entity open to
exploitation or susceptible to a given hazard.

City of Pleasanton
Emergency Operations Plan
A-1 June 2025

APPENDICES

City of Pleasanton
Emergency Operations Plan
A-1 June 2025
APPENDIX A. PLEASANTON CITY PROFILE
Date of Incorporation – June 18, 1894
Current Population — 74,653 (US Census – July 1, 2023 estimate) Pleasanton is located within Alameda County, one of nine Bay Area counties bordering the San Francisco Bay. Within City limits, Pleasanton comprises generally flat land that was once covered with native vegetation and agriculture and is now mostly developed with urban land uses. To the east of City limits lie sand and gravel quarries – a result of alluvial deposits from prehistoric streams flowing through the Tri- Valley – which in the future will convert to water conservation and recreational uses. To the s outh are vineyards along Vineyard Avenue and a series of gently to steeply sloping hills – the Southeast Hills – which sustain grazing lands and cattle. Finally, to the west, the seismically active Pleasanton and Main Ridges rise sharply, providing recreational and grazing areas. Downtown Pleasanton boasts some buildings from the late 1890s and is generally the center of community activities.

The City Council, comprising the Mayor and four City Councilmembers, is the governing body of the City, with all the regulatory and corporate powers of a municipal corporation provided under California State Law. In general, the Council supervises the operations of the City government by establishing policies and programs and appropriating funds for each service function, and the City Manager oversees implementation. Pleasanton has a district -based election system, each district has one Councilmember who resides in the district and who is chosen by the electors residing in that district. The office of Mayor remains elected at-large by all voters. Councilmembers are elected for a term of four years, and the Mayor is elected to a term of two years. A Vice Mayor is selected by the Mayor each calendar year. The Mayor and Council are subject to term limits of eight years. The City has 10 committees, commissions, and task forces, which report to the City Council, and 13 departments (inclusive of the City Manager’s and City Attorney’s Office).

Although the area around Pleasanton was long inhabited by people before settlement by Europeans in 1769, the City’s population remained modest in the four decades after the City’s incorporation in 1894.

By the late 1930s and early 1940s the population in Pleasanton was about 1,200 people. However, World War II triggered growth, and the City’s population doubled between 1940 and 1950. The National Highway Act passed in 1956 brought Interstates 580 and 680 to the Tri-Valley, allowing for new economic activity.

Also contributing to the rapid regional population growth was the federal government’s sponsorship of the establishment of what is now Lawrence Livermore National Laboratory in 1950. This time period saw the development of tract neighborhoods outside the immediate downtown area, including: Amaral Acres on Kottinger Avenue, Jensen Tract on Santa Rita Road across from Amador Valley High School, Pleasanton Valley Estates near Santa Rita Road and Black Avenue, Heritage Valley, Pleasanton Heights, and Vintage Hills. The decades subsequent to the 1950s would see rapid population growth and expansion of the City limits to the north and east. The population of the City in the 1960s was estimated to be 4,200 people.

Growth in Pleasanton was further supported by the construction of Hacienda – a major business park – which began in 1982, and construction of Stoneridge Shopping Center.

City of Pleasanton
Emergency Operations Plan
B-2 June 2025
APPENDIX B. DEPARTMENT ROLES & RESPONSIBILITIES
Listed below are the various roles and responsibilities which may be applicable during an EOC activation.

The scope and extent of an incident or event will determine which staff members will be assigned to manage and support EOC operations.

City Attorney’s Office
• Staff the Management Section during EOC activations
• Support proclamations of local emergencies
• Assess City operations and provide legal counsel as needed • Ensure the procurement process complies with necessary regulations City Clerk Office
• Staff the Planning and Intelligence Section during EOC activations • Facilitate and administer proclamations of local emergencies • Oversee and ensure preservation of vital City documents and records • Monitor continuity of government
• Administer loyalty oath to Disaster Service Worker volunteers as needed City Manager’s Office
• Staff the Management Section during EOC activations
• EOC Director (City Manager or designee)
• Establish EOC operational priorities
• Lead incident action planning, support, and coordination • Authorize proclamations of local emergencies
• Develop and maintain communication with respective city councils • Approve public information release
• Support public warnings and alerts
• Primary liaison to City Council
• Support emergency public warning and alerts
City Council
The City Council consists of five elected individuals, with one of them serving as M ayor and one as Vice Mayor. As elected officials, during regular City operations, they have certain roles and responsibilities.

During major emergency /disaster situations, some of these roles and responsibilities may shift or be temporarily modified to accommodate current situations.

During an emergency and when the EOC has been activated, the City Manager is the Director of Emergency Services. Elected officials should obtain permission from the EOC Director or field Incident Commander before entering the EOC or an active emergency field incident.

The City Council has certain roles and responsibilities during a major emergency /disaster. • Provide policy guidance, as needed, to the Director of Emergency Services. • Ratify, extend, and terminate a Proclamation of Local Emergency.

City of Pleasanton
Emergency Operations Plan
B-3 June 2025
• Ensure the continuity of government
• Advocate for resources at the county, state or federal level • Coordinate with the Joint Information Center (JIC) to share verified public information when necessary
• Inform the Director of Emergency Services of all contacts with the media/press • Represent the City of Pleasanton as needed and requested by the Director of Emergency Services • Act as liaisons to community stakeholders, share information with constituents and community organizations, convey concerns or needs to the EOC leadership.

Community Development Department
• Staff the Planning and Intelligence Section during EOC Activations • Building Inspection and Code Enforcement
• Engineering and Transportation
• Planning support
• Evaluate City-owned facilities for safety
Finance Department
• Staff the Finance and Administration Section during EOC activation • Perform finance and revenue services
• Provide emergency procurement support
• Anticipate and track financial resources for staff, mutual aid requests, and volunteers • Develop financial mechanisms, procurement applications, and contracts to support procurement • Oversee staff timekeeping
• Oversee compensation and claims
• Provide fiscal oversight and tracking of expenses
• Ensure correct FEMA forms are utilized for potential reimbursement Fire Department
• Staff the Operations Section During EOC Activations
• Conduct firefighting and fire rescue operations
• Lead EMS operations and coordinate with EMS ambulance provider agency (currently AMR) • Conduct hazardous material response operations
• Support evacuation and re-entry operations
• Support damage assessment efforts
• Provide incident planning and management support as needed Human Resources
• Staff the Management and Logistics Sections during EOC activations • Personnel-related matters
• Protect, restore and sustain City staff
• Ensure City safety procedures
• Develop and coordinate human resources, including contractors

City of Pleasanton
Emergency Operations Plan
B-4 June 2025
• Identify any employee needs (e.g., childcare, shelter) • Screen and track volunteers
Information Technology Department
• Staff the Management and Planning and Intelligence Section during EOC activations • Information Technology Services
• GIS and Analytics
• Protect, restore, and sustain cyber and information technology resources • Oversee and manage telecommunication infrastructure
• Provide additional technological support as needed
Library and Recreation Department
• Staff the Logistics Section during EOC activations
• Manage emergency care and shelter operations
• Manage Donation Center Operations
• Manage Volunteer Coordination Center
• Purchase food and supplies
• Review and approve resource requests
• Manage transportation operations
• Coordinate facility use
• Provide and track personnel
Police Department
• Staff the Operations Section During EOC activations
• Conduct law enforcement operations
• Lead evacuation operations
• Conduct emergency public warning and alerts
• Provide facility and resource security
• Impose and enforce curfew as directed
• Provide public safety and security support
• Provide traffic control
• Provide access and control to affected areas
Public Works Department
• Staff the Operations Section during EOC activations
• Conduct infrastructure protection, emergency repair, and restoration • Support movement operation/restrictions (traffic and access) • Support public warnings and alerts
• Conduct debris clearance and manage debris operations (Public Right of Way) • Conduct flood fight operations
• Provide engineering services
• Coordinate with State agencies on State-controlled highways and roads

City of Pleasanton
Emergency Operations Plan
B-5 June 2025
• Restore transportation infrastructure
• Manage City facilities
• Maintain, repair and restore water, wastewater, and stormwater infrastructure • Support damage assessment efforts
• Support evacuation and re-entry operations
• Provide potable water in support of care and shelter operations • Coordinate with local water providers
• Coordinate with the utility provider for the restoration of electrical and gas utility services • Maintain City’s traffic signals and streetlights
• Support traffic flow efforts
• Set up and remove temporary traffic control
• Maintain back-up generators
• Assist in tree clearance from public rights of way

City of Pleasanton
Emergency Operations Plan
C-1 June 2025

INCIDENT MANAGEMENT TEAM
APPENDIX C. EMERGENCY ACTION PLAN “PLANNING P”
Emergency action plans provide designated personnel with knowledge of the objectives to be attained and the steps required for achievement. Action plans give direction and provide a basis for measuring the achievement of objectives and overall system performance in the EOC. The EOC Director will determine and direct the drafting of EAPs. The Planning Section is responsible for overseeing EAP development.

Planning strategy may include the incorporation of the “Planning P” as shown below (so called because the diagram is in the shape of the letter “P”). The “ Planning P” provides useful planning guidance during EOC activations. Below is an example of the EOC Planning Cycle:

City of Pleasanton
Emergency Operations Plan
C-2 June 2025

INCIDENT MANAGEMENT TEAM
Task Assigned to:

Situational Status/Analysis All
Sections/Branches/Units

1. Incident information

2. Information analysis

3. Current incident status

4. Impact on whole community , including people with disabilities or access and functional needs (DAFN)

5. Incident potential information with projections for 12, 24, 48, and 72 hours

6. Intelligence and investigation

7. Current and potential public information needs

Determine Priorities of Incident(s) Operations, Management and Planning

1. Life Safety

2. Property threats

3. High damage potential

4. Incident complexity

5. Environmental impact

6. Economic impact

Acquire/Allocate Critical Resources Logistics, Operations

1. Critical resources acquired internally first

2. As incident expands, acquire resources externally

3. Forecast potential resources needs as incident continues to worsen

4. Ensure resource needs of people with DAFN are considered

Crisis Information Management PIO, Planning

1. Consolidating and packaging incident information

2. Internal dissemination of information

3. External dissemination of accessible information —ensure information is provided on multiple platforms in various languages

4. DAFN community

5. Monitor media reporting for accuracy

Develop, Advise, Support Policy Leve Decisions Management, Legal

1. Coordinate, support, and assist with policy-level decisions including anticipating potential policy questions about the incident

2. Assess the impact of policy-level decision

Coordinate with Elected/Appointed Officials Management, PIO

1. Keep elected officials informed

2. Elected officials must clearly understand their role

Coordination with State, Federal, Private and Nongovernmental Organizations Components
Liaison Officer, Planning,
Management

City of Pleasanton
Emergency Operations Plan
C-3 June 2025

INCIDENT MANAGEMENT TEAM
Task Assigned to:

1. Communication between system components/disciplines

2. Communication with partners (private, governmental,
nongovernmental organization, qualified representatives from DAFN community)

City of Pleasanton
Emergency Operations Plan
C-4 June 2025

INCIDENT MANAGEMENT TEAM
Pleasanton Incident Management Team
EOC Management Section Roles
City Manager/Asst. City Manager EOC Director
Emergency Services Manager/ Asst Dir. Library & Rec. EOC Coordinator Asst. To City Manager/Management Analyst Liaison Officer HR Director/HR Manager Health & Safety Officer
Communications Manager/Community & PR Coord. Public Information Officer IT Director/IT Technician Information Services
City Attorney/Asst. City Attorney Legal Officer

EOC General Staff/Section Chiefs
PW Director/Asst. PW Director Operations Section Chief-Public Works Fire Chief/Deputy Fire Chief Operations Section Chief-Fire Police Chief/Police Captain Operations Section Chief-Law Finance Director/Finance Manager Finance & Administration Section Chief Library & Rec. Director/Asst. Director Library & Rec. Logistics Section Chief Sr. Engineer/Dir. of Community. Dev./Planning Mgr. Planning & Intel Section Chief

Operations Section
Fire Battalion Chief/Fire Battalion Chief Fire Branch Director EMS Manager/Fire Battalion Chief Medical Health Branch Director Police Captain/ Police Lieutenant Law Branch Director
PW Division Manager/PW Division Manager Public Works Branch Director/DOC IC Finance & Administration Section
Payroll Coordinator/Accountant Time Unit Leader
Accountant/Accountant Cost Unit Leader
Asst. City Attorney/Finance Manager Compensation & Claims Unit Leader Accountant/Finance Manager Recovery Unit Leader
Logistics Section
HR Management Analyst/HR Coordinator Personnel Unit Leader Recreation Manager/Library & Rec Coordinator Transportation Unit Leader Recreation Manager/CDD Office Manager Food & Supply Unit Leader Library & Rec Office Mgr./ Library & Rec Sr. Office Asst. Facilities Unit Leader Supervising Library Clerk/ Library & Rec Coordinator Volunteer Coordination Unit Leader Recreation Manager/Library & Rec Coordinator Care & Shelter Branch Director Recreation Supervisor/ Library & Rec Coordinator Donations Coordination Unit Leader Planning & Intelligence Section
PD Business Services Mgr./Sr. Transportation Engineer Situation Analysis Unit Leader City Clerk/Executive Assistant Documentation Unit Leader Assoc. Civil Engineer/Engineering Technician Access & Functional Needs Specialist GIS Coordinator/IT Coordinator GIS Specialist
Management Analyst/Community & PR Coord. Social Media Specialist As of June, 2025

1 June 2025

EOC ACTIVATION
APPENDIX D. EOC ACTIVATION
EOC Activation Considerations
The following conditions warrant consideration of EOC activation:
• Any incident that exceeds the capabilities of the City’s daily operational practices (i.e., cannot be managed at the department level)
• A significant incident that may benefit from additional response or public information coordination
• Regional or multi-jurisdictional incidents involving other cities or counties • Planned event requiring a large commitment of resources or multi- department coordination (e.g., Hometown Holiday Parade)
It is recommended that the EOC be activated for the following types of incidents:

Threat Type Example Incidents
Natural Disaster/Severe
Weather
• Earthquake over 6.0 magnitude
• Wildfire or Wildland-Urban Interface fire
• Atmospheric River of Category 3 (Strong) or above
• Severe weather including extreme temperatures (i.e., extreme heat or extreme cold) that may be dangerous
• Severe weather incident requiring evacuation of any part of the City
Active Threat
• Active incident at a K-12 facility
• Active threat incident at a City or other critical facility • Active threat incident requiring additional resources beyond the Police Department
• Active threat incident involving a hostage(s) or evacuation • Mass casualty incident within or impacting the City
• Terrorism incident within or impacting the City
Planned Event
• High-profile planned events
• Planned events expecting 10,000+ attendees
• Planned events with large numbers of individuals from outside of the City
• Spontaneous events (e.g., riots, demonstrations) that require many public safety personnel
Public Health Incident • Significant public health incident or epidemic impacting City operations
Accidental Human-Caused
Incident
• Accidental incident requiring evacuation of any part of the City of

2 June 2025

EOC ACTIVATION
Pleasanton

• Incident resulting in the release of chemical, biological, or radiological materials
Other
• Any incident that causes a degradation of communication environment (e.g., loss of internet, phone, and/or cellular communications)
• Any incident that significantly impacts regular City operations or delivery of services

The decision to activate the EOC will be based on several factors and will be specific to any individual incident. This is not intended as a comprehensive list of all situations in which the EOC should be activated, nor do any of these situations represent an automatic EOC activation.

EOC Activation Authorities and Protocol
The following City positions can officially activate the EOC:
• City Manager (Director of Emergency Services)
• Chief of Police or designee
• Fire Chief, Division Chief, or designee
• Assistant City Manager
• Emergency Services Manager
After determining the need to activate the EOC, the official directing/requesting the activation contacts the City Manager, Assistant City Manager, and Emergency Services Manager. Together, the following decisions are made based on the known scope of the incident:
• EOC activation level: Minimum, partial, or full activation • EOC activation location: Primary EOC (Operations Service Center), alternate EOC (Pleasanton Police Station), or virtual activation (Veoci)
• Initial staffing requirements: Initial EOC positions/functions required, and staff assignments. See EOP Appendix B-Roles & Responsibilities
Activation Notifications
The assigned EOC Coordinator notifies the following key positions/groups of the incident/threat and EOC activation level and location using relevant software platform (Veoci) or by phone. If a position/individual has a temporarily assigned designee for continuity purposes, the assigned designee is substituted for that individual.
• City Incident Management Team
• Pleasanton Police Department Dispatch Center (925) 931-5122 • Alameda County OES (925) 803-7800

3 June 2025

EOC ACTIVATION
The recall notification should include the following information. Some information may be included in a URL directing staff to Veoci:
• Incident/threat
• EOC activation level
• EOC operating hours/location
• Reporting instructions for activated staff (time, location, general responsibilities) • Time of the initial incident briefing
• EOC contact information
Facility Set-Up
Primary EOC
City of Pleasanton Operations Service Center (OSC)
Remillard Conference Room
3333 Busch Road
Pleasanton, CA 94566

During activation notifications, the EOC Coordinator notifies the Public Works Director or senior staff member on duty (for off-hours activations) and provides the following information:
• Need for immediate use of the facility until further notice • Request for immediate and orderly shutdown of activities taking place at OSC • Orderly removal of non-City personnel
• Begin setup of tables and chairs in the OSC
• Request access to EOC storage closet
Public Works provides ancillary support for EOC Setup. Additional activated staff will support EOC set up upon arrival at the OSC.

Alternate EOC
Pleasanton Police Department | Briefing Room
4833 Bernal Avenue
Pleasanton, CA 94566
During activation notifications, the EOC Coordinator notifies the Police Department (925) 931 -5122 to request availability of the Briefing Room.

Additional activated staff will support EOC set up upon arrival at the OSC.

Virtual EOC
The City of Pleasanton EOC will typically operate in a virtual or hybrid environment unless the conditions of the incident prove to be complex enough that it is beneficial for response coordination to occur in person. When functioning virtually or in a hybrid S tate, EOC partners use various coordination methods, including:
• Veoci

4 June 2025

EOC ACTIVATION
• Microsoft Teams (for video teleconference capabilities) • Email
• Phone call
• Text message
To establish a virtual operating environment for the EOC, the following actions will likely occur:
• Launch Veoci Activation Plan
• Establish Microsoft Teams Meeting Link
• Invite Section Chiefs and other personnel into Veoci for documentation upload and situational awareness.

Initial Situation Report
While awaiting the arrival of EOC staff and as information becomes available, the EOC Coordinator begins developing the initial situation report. The initial information report should capture the following details:
• Incident/threat type
• EOC activation location, level, and EOC functions activated • Areas of the City impacted
• Life safety needs
• Current resources committed to the incident and possible future needs • Known infrastructure damage
• Time of the initial incident briefing
• EOC Contact Information
If certain departmental staff have not yet arrived at the EOC, the EOC Coordinator may need to contact them directly to complete the initial situation report. The EOC Coordinator posts the initial situation report to Veoci in the designated Activation Room.

EOC Quick Start Checklist
The following checklist is not an exhaustive list of all initial EOC activities but is intended to provide an overview of critical EOC activation actions. Some elements of this checklist can be completed in advance for planned events.

Completed Action Notes
Based on activation considerations, in consultation
with the City Manager and Emergency Manager,
activate the EOC at the appropriate activation level.

Notify City Manager and Assistant City Manager of
EOC activation.

Notify the Police Department Dispatch Center of
EOC activation: (925) 931-5122

Notify Incident Management Team of EOC
activation.

5 June 2025

EOC ACTIVATION
Use Veoci, phone, or text to alert and recall
assigned EOC staff.

Report to the EOC location (if needed).

Support the set-up of the EOC (if needed).

Coordinate with Section Chiefs to gather
information to assess immediate needs and actions.

Develop an initial situation report and upload to
Veoci.

Conduct initial incident briefing.

Continue “Planning P” cycle.

EOC Functions
Functions Responsibility
Receive and disseminate notifications of warnings. EOC Director, Emergency Services Coordinator
Coordinate emergency operations between:

1. Alameda County OA, cities, towns, local and State agencies, different levels of government

2. Special districts, Utility companies, school districts, nonprofit organizations, and outside agencies

3. The media and general public

1. All EOC Sections

2. EOC Agency Representatives

3. Public Information Officer
(PIO) and Joint Information
Center (JIC)
Develop policies and determine if a local proclamation is needed. EOC Director Develop objectives, disseminate public information, and provide legal advice. EOC Management Section
Develops strategy to implement objectives and the allocation of resources based on policy. Operations Section
Collect Intelligence and disseminate information to EOC, DOC, and OA EOC. OA will contact State and Federal agencies on behalf of the local jurisdictions.

Planning Section
Coordinate the logistics support of resources and personnel and ensure the integrity of communications and information services.

Work with Finance to track all contracts to ensure reimbursement.

Logistics Section
Track costs of response personnel, equipment, and damage to City property. Coordinates the financial recovery of the City. Ensure that there are policies in place to contract work during an emergency.

Finance Section

6 June 2025

EOC ACTIVATION
EOC Activation Levels
The City has three levels of EOC activation:

Level Operational Status
Trigger Event/Situation
(examples include but are not limited to)
Activities
Level 3
Minimal
Staffing
City’s Incident Management
Team (as needed)
• Small incident or event
• One site
• Potential threat of:
o Flood
o Severe storm
• Escalating incident
• Situational Analysis
• Public Information
• Response
Coordination
• Resource
Coordination
• Reporting to State
Level 2
Partial
Staffing
• City’s Incident
Management Team
• Expanded Activation
Team:
o Section Branches
o Divisions
o Units
o Liaison/Agency reps
• Large-scale evacuations
• Multiple incident sites
• Severe Weather Warning
• Earthquake with minor damage
• Major scheduled event
• Situational Analysis
• Public Information
• Response
Coordination
• Resource
Coordination
• Logistics Support
• Reporting to State
Level 1
Full
Staffing
All positions (as needed)
• Large Winter Storm
• Terrorist incident
• Major Earthquake
• Regional Disaster
• Major Wildland Fire in Urban interface
• Other events as required
• Situational Analysis
• Public Information
• Response
Coordination
• Resource
Coordination
• Logistics Support
• Recovery Operations
• Sustained
Operations
• Reporting to State
Level 3 – Minimum Staffing Key personnel needed to conduct operations as designated by the Director of Emergency Services or designee. (Usually used during a warning phase or a build -up phase.) At the discretion of the Director of Emergency Services , the EOC may not be physically set up at this level. This level may include members of the City’s Incident Management Team:

EOC Management Section Roles
City Manager/Assistant City Manager EOC Director
Emergency Services Mgr./Asst. Director of Library &Rec EOC Coordinator Asst. to the City Manager /Deputy City Manager Liaison Officer Human Resource Director/HR Manager Health & Safety Officer

7 June 2025

EOC ACTIVATION
Communications Manager/Community & PR Coordinator Public Information Officer IT Director/IT Technician Information Services
City Attorney/Assistant City Attorney Legal Officer
EOC General Staff/Section Chiefs
Public Works Director/Asst. Director Operations Section Chief-Public Works Fire Chief/Deputy Fire Chief Operations Section Chief-Fire Police Chief/Police Captain Operations Section Chief-Law Finance Director/Finance Manager Finance & Administration Section Chief L&RD Director/ Asst. Director of L&RD Logistics Section Chief Sr. Engineer/Director of CDD/Planning Manager Planning & Intel Section Chief

Level 2 – Partial Staffing. Additional personnel for specific functions needed to conduct operations as designated by the Director of Emergency Services or designee. This can include the City’s Expanded Activation Team (below). One or more of the DOCs may be activated depending on the nature of the incident.

Operations Section
Fire Battalion Chief/Fire Battalion Chief Fire Branch Director LPFD EMS Manager/Fire Battalion Chief Medical Health Branch Director Police Captain/ Police Lieutenant Law Branch Director PW Division Manager/PW Division Manager Public Works Branch Director/DOC IC Finance & Administration Section
Payroll Coordinator/Accountant Time Unit Leader
Accountant/Accountant Cost Unit Leader
Asst. City Attorney/Finance Manager Compensation & Claims Unit Leader Accountant/Finance Manager Recovery Unit Leader
Logistics Section
HR Management Analyst/HR Coordinator Personnel Unit Leader Recreation Manager/Library & Rec Coordinator Transportation Unit Leader Recreation Manager/Library & Rec Coordinator Food & Supply Unit Leader Library & Rec Office Mgr./ Library & Rec Sr. Office Assistant. Facilities Unit Leader Supervising Library Clerk/ Library & Rec Coordinator Volunteer Coordination Unit Leader Recreation Manager/Library & Rec Coordinator Care & Shelter Branch Director

8 June 2025

EOC ACTIVATION
Recreation Supervisor/ Library & Rec Coordinator Donations Coordination Unit Leader Planning & Intelligence Section
PD Business Services Mgr./Management Analyst Situation Analysis Unit Leader City Clerk/Executive Assistant Documentation Unit Leader Assoc. Civil Engineer/Engineering Technician Access & Functional Needs Specialist GIS Coordinator/IT Coordinator GIS Specialist
Management Analyst/Community & PR Coordinator Social Media Specialist Level 1 – Full Staff. The level of activation would be complete and full activation with all organizational elements at full staffing according to the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).

Citywide Emergency Preparedness Update
September 16, 2025

Objectives

1. Strategic Plan – Emergency Preparedness Priority

2. Citywide Emergency Management Updates

3. Personal Emergency Preparedness Workshop
2

3 ONE Pleasanton – Strategic Plan Priorities

1. Funding Our Future Strategy 1. Funding operations and maintenance needs of community-owned facilities and infrastructure​

2. Investing in Our Environment Strategy 2. Develop an Asset Management Plan

3. Investing in Our Environment Strategy 3. Implement the Water Supply Alternative Study recommendations to resolve PFAS water quality issues​

4. Safeguarding Our City Strategy 1. Assess the City's overall emergency preparedness and implement changes as needed​

5. Funding Our Future Strategy 2. Identify expanded and new revenue sources to address significant infrastructure needs​

6. Building a Community Where Everyone Belongs Strategy 4. Implement the Economic Development Strategic Plan initiatives​

7. Building a Community Where Everyone Belongs Strategy 9. Advance the East Pleasanton Specific Plan​​

Emergency Management Priorities - 2025
• Updated the Emergency Operations Plan
• Finalized the Injury and Illness Prevention
Program (IIPP) update
• Relocated City's Emergency Operations
Center in May 2025
4

Emergency Management Priorities - 2025 Cont.
• Delivered Disaster Academy Program to 196
City Staff members
• Conducted a Fire Season functional exercise
in May 2025 based on the 2022 Canyon Fire
incident.
• Completed evacuation drills at Civic Center
and Operations Service Center campuses in
April.
5

EMD Priorities – In Progress and Ongoing
• Continuing work on the Crisis Communications and Alert & Warning Plans
• Updating Power Outage Guidelines
• Developing a Business Emergency Preparedness project
• Planning Wet Season Functional Exercise in November
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Personal Emergency Preparedness Workshop
• September 23, 2025, 6:30-8:00 pm in
the Council Chambers.
• Residents and businesses are reminded to
make an emergency plan, including:
• Sign up for emergency alerts
• Know evacuation routes
• Develop a communication plan
https://www.cityofpleasantonca.gov/emergenc
y-preparedness/
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Emergency Alerts
Stay informed during an emergency...
• Sign up for AC Alert through AC Alert – Public – Sign up (everbridge.net) • Visit genasys Protect website or download the Mobile App. • Text nixle your Zip Code to 888777 or Sign Up Online
Click here for more details:
https://www.cityofpleasantonca.gov/emergency-preparedness/ 8

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