CITY COUNCIL MEETING AGENDA
TUESDAY JANUARY 23, 2024
5:30 PM – CLOSED SESSION
7:00 PM – REGULAR SESSION
SAN DIMAS COUNCIL CHAMBER
245 EAST BONITA AVENUE
A public agenda packet is available for review on the City’s website www.sandimasca.gov or by contacting the City Clerk’s Office at [email protected].
Members of the public may observe the City Council meeting live on the City of San Dimas website at www.sandimasca.gov or on KWST Channel 3. To view from the website, select the Watch City Council Meetings blue button from the home page.
5:30 PM
PUBLIC COMMENT ON CLOSED SESSION ITEMS
CLOSED SESSION ITEMS
1. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION
Government Code Section 54956.9(d)(1)
State of California Public Employment Relations Board Case No. LARR1346M – City of San Dimas and International Brotherhood of Teamsters, Local 848
2. PUBLIC EMPLOYEE PERFORMANCE EVALUATION
Title: City Manager
3. CONFERENCE WITH LABOR NEGOTIATORS
Agency designated representative: Jeff Malawy, City Attorney Unrepresented employee: City Manager
4. CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED LITIGATION Significant exposure to litigation pursuant to Government Code Section 54956.9(d)(2): Two cases.
5. CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED LITIGATION Initiation of litigation pursuant to Government Code Section 54956.9(d)(4): One case. 7:00 PM
CITY COUNCIL
Mayor Emmett Badar, Mayor Pro Tem Ryan A. Vienna, Councilmember John Ebiner, Councilmember Eric Nakano, Councilmember Eric Weber
CALL TO ORDER AND FLAG SALUTE
REPORT ON CLOSED SESSION
5. CONFERENCE WITH LEGAL COUNSELANTICIPATED LITIGATION
Initiation of litigation pursuant to Government Code Section 54956.9(d)(4): One case. 7:00 PM
CITY COUNCIL
Mayor Emmett Badar, Mayor Pro Tem Ryan A. Vienna, Councilmember John Ebiner, Councilmember Eric Nakano, Councilmember Eric Weber
CALL TO ORDER AND FLAG SALUTE
REPORT ON CLOSED SESSION
ORAL COMMUNICATIONS
(Members of the audience are invited to address the City Council on any item on this agenda or not on this agenda. Public comment will not be taken during each individual agenda item, except for public hearing items. Comments on public hearing items will be heard when that item is scheduled for discussion. Under the provisions of the Brown Act, the legislative body is prohibited from engaging in discussion on any item not appearing on the posted agenda. However, your concerns may be referred to staff or set for discussion at a later date. Each speaker will be limited to speaking once for up to (3) three minutes.)
CONSENT CALENDAR
(All items on the Consent Calendar are considered to be routine and will be enacted by one motion unless a member of the City Council requests separate discussion.) CC1. Approve Resolution 202402, A Resolution of the City Council of the City of San Dimas, Approving Certain Demands for the Prepaid Warrant Register of December 31, 2023 in the Amount of $82,301.23, Warrant Register of January 16, 2024 in the Amount of 526,484.02 and Warrant Register in the Amount of $1,448,329.64
CC2. Approve the Minutes of January 8, 2024 City Council Study Session and January 9, 2024 City Council Meeting
CC3. Approve Resolution 202404 Approving Housing Solutions Fund Memorandum of Agreement with the San Gabriel Valley Council of Governments and Approval of an Expenditure and Offsetting Revenue Budget Appropriation in Fund 034 for Housing Solutions Fund in an amount not to exceed $10,000
CC4. Adopt Ordinance 1303 Approving Municipal Code Text Amendment 230006 to Regulate the Use of Transit Facilities, and Determination of Exemption from CEQA under CEQA Guidelines 15061(b)(3).
CC5. Adopt Ordinance 1302 Approving Municipal Code Text Amendment 230002 to Regulate Camping and Storage on Private and Public Property, and Determination of Exemption from CEQA under CEQA Guidelines 15061(b)(3).
CC6. Approve Resolution 202406 Adopting the City of San Dimas Emergency Operations Plan (EOP).
CC7. Approve Resolution 202403, Annual Update of Parking Prohibitions on Certain City Streets CC8. Receive and File the December 2023 Investment Report END OF CONSENT CALENDAR
RECOMMENDATION: Approve consent calendar with recommendations as presented in staff
Camping and Storage on Private and Public Property, and Determination of Exemption from CEQA under CEQA Guidelines 15061(b)(3).
CC6. Approve Resolution 202406 Adopting the City of San Dimas Emergency Operations Plan (EOP).
CC7. Approve Resolution 202403, Annual Update of Parking Prohibitions on Certain City Streets CC8. Receive and File the December 2023 Investment Report END OF CONSENT CALENDAR
RECOMMENDATION: Approve consent calendar with recommendations as presented in staff reports.
PUBLIC HEARING ITEMS
PH1. Approve Resolution 202405 Approving Proposed FY 202425 Community Development Block Grant (CDBG) Programs and Funding Budget
RECOMMENDATION: Staff recommends that the City Council:
Open the Public Hearing and take any comments.
Close the Public Hearing.
Adopt Resolution 202405 approving the proposed FY 202425 CDBG Programs and allocations as outlined.
Authorize the City Manager or his designee to execute any and all documents necessary to further the projects herein, including but not limited to amendments and modifications thereto for CDBG projects with the Los Angeles County Development Authority (LACDA).
ORAL COMMUNICATIONS
(Members of the Audience (Speakers are limited to (3) minutes or as may be determined by the Chair.) CITY REPORTS
CR1. City Manager
CR2. City Attorney
CR3. Members of the City Council
Councilmembers’ Report on Meetings Attended at the Expense of the Local Agency (Pursuant to AB 1234 – G.C. §53232.3(d)
City Council Requests for Future Items, Comments and Updates
ADJOURNMENT
Notice Regarding Americans with Disabilities Act: In compliance with the ADA, if you need assistance to participate in a city meeting, please contact the City Clerk’s Office at (909) 3946216. Early notification before the meeting you wish to attend will make it possible for the City to make reasonable arrangements to ensure accessibility to this meeting [28 CFR 35.10235.104 ADA Title II].
Notice Regarding Americans with Disabilities Act: In compliance with the ADA, if you need assistance to participate in a city meeting, please contact the City Clerk’s Office at (909) 3946216. Early notification before the meeting you wish to attend will make it possible for the City to make reasonable arrangements to ensure accessibility to this meeting [28 CFR 35.10235.104 ADA Title II].
Copies of documents distributed for the meeting are available in alternative formats upon request. Any writings or documents provided to the City Council regarding any item on this agenda will be made available for public review Monday through Thursday 7:30 a.m. to 5:30 p.m. and on Fridays from 7:30 a.m. to 4:30 p.m. at the Administration Counter at City Hall and San Dimas Library. In addition, most documents are posted on the City’s website at www.sandimasca.gov.
Posting Statement: I declare under penalty of perjury that on January 19, 2024, I posted a true and correct copy of this agenda on the bulletin board in the Civic Center Plaza of City Hall at 245 E. Bonita Ave., San Dimas Library 145 N. Walnut Ave., San Dimas Post Office 300 E. Bonita Ave., Von’s Via Verde Shopping Center 1160 Via Verde Ave., and on the City’s website www.sandimasca.gov/agendasminutes/ as required by law.
January 19, 2024
Debra Black
Debra Black, City Clerk Page 4
RESOLUTION 2024-02
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS,
CALIFORNIA, COUNTY OF LOS ANGELES, APPROVING CERTAIN DEMANDS FOR DECEMBER 31, 2023, JANUARY 16, 2024, AND JANUARY 30, 2024 WHEREAS, the following listed demands have been audited by the Director of Administrative Services; and
WHEREAS, the Director of Administration Services has certified as to the availability of funds for payment thereto; and
WHEREAS, the register of audited demands has been submitted to the City Council for approval.
NOW, THEREFORE, BE IT FURTHER RESOLVED that the City Council of the City of San Dimas does hereby approve the Prepaid Warrant Register of December 31, 2023, in the amount of $82,301.23, Warrant Register of January 16, 2024, in the amount of $526,484.02 and Warrant Register of January 30, 2024, in the amount of $ 1,448,329.64.
PASSED, APPROVED AND ADOPTED this 23rd, day of January 2024. _____________________________
Emmett G. Badar, Mayor
ATTEST:
_________________________________
Debra Black, City Clerk
I, Debra Black, City Clerk, hereby certify that Resolution 2024-02 was approved by vote of the City Council of the City of San Dimas at its regular meeting of January 23rd, 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Debra Black, City Clerk
CITY COUNCIL MEETING
ACTION MINUTES
JANUARY 8, 2024, 6:30 PM
SPECIAL MEETING
Council Members Present: Mayor Emmett Badar, Mayor Pro Tem Ryan A. Vienna, Councilmember John Ebiner, Councilmember Eric Nakano, Councilmember Eric Weber Staff: City Manager Chris Constantin, Assistant City Manager Brad McKinney, Director of Public Works Shari Garwick, Interim Director of Community Development Luis Torrico, Director of Administrative Services Michael O’Brien, City Attorney Jeff Malawy, City Clerk Debra Black, Senior Planner Anne Moore
Call to Order: 6:34 PM
CONSENT ITEMS COMMENTS/RECOMMENDATIONS
1. Discussion of the Draft Downtown
Specific Plan
The consensus of the Council was to update
the Plan with the following:
1. Allow drive thru kiosk in back parking
lots of businesses in Gateway East,
using the same criteria as Transit
Village and Gateway West
2. Change Gateway Village West to
public/semi-public zone but add
overlay to allow commercial
3. Strike 5 story incentive language from
Chapter 4
Adjourned: 10:00 PM
I, Debra Black, City Clerk attest that these draft minutes are accurate and reflective of the actions taken by the City Council.
________________________________
Debra Black, City Clerk
CITY COUNCIL MEETING
ACTION MINUTES
JANUARY 9, 2024, 7:00 PM
REGULAR MEETING
Council Members Present: Mayor Emmett Badar, Mayor Pro Tem Ryan A. Vienna, Councilmember John Ebiner, Councilmember Eric Nakano, Councilmember Eric Weber Staff: City Manager Chris Constantin, Assistant City Manager Brad McKinney, Director of Public Works Shari Garwick, Interim Director of Community Development Luis Torrico, Director of Administrative Services Michael O’Brien, City Attorney Jeff Malawy, City Clerk Debra Black, Senior Planner Marco Espinoza
Call to Order: 7:03 PM
CONSENT ITEMS COMMENTS/RECOMMENDATIONS
1. Appropriate $40,000 from the Equipment
Approve Resolution 2024-01, A
Resolution of the City Council of the City
of San Dimas, Approving Certain
Demands for the December 29, 2023,
Warrant Register in the Amount of
$1,236,780.56
2. Approve minutes of the December 12,
2023, Regular City Council Meeting
3. Deny Claim Llamas v. City of San
Dimas CJP 3049436
4. Approve Parcel Map No. 083947 for SB
9 Subdivision Purposes
5. Approve minutes of the December 20,
2023, Special City Council Meeting
6. Approve a Five-Year Agreement with
Extension Option for Installing a 24-Hour
Vote-by-Mail Ballot Drop Box at Lone Hill
Park by Los Angeles County RegistrarRecorder
MOTION: Motion/seconded by
Councilmember Ebiner/Mayor Pro Tem
Vienna. The motion carried 5-0.
Yes: Badar, Ebiner, Nakano, Vienna, Weber
No: None
Absent: None
Abstain: None
OTHER BUSINESS ITEMS COMMENTS/RECOMMENDATIONS
1. Consideration of the Acceptance of a
Donation
MOTION: Motion/seconded by
Mayor Pro Tem Vienna/ Councilmember to
accept the donation and direct staff to
schedule a study session on a date uncertain
to discuss a donation policy. Motion carried
5-0.
January 9, 2024 City Council Minutes Page 2
Yes: Badar, Ebiner, Nakano, Vienna, Weber
No: None
Absent: None
Abstain: None
2. Introduce Ordinance 1303 Approving
Municipal Code Text Amendment 23-0006
to Regulate the Use of Transit Facilities,
and Determination of Exemption from
CEQA under CEQA Guidelines
15061(b)(3).
Interim Director of Community Development
Torrico corrected the Municipal Code Text
Amendment number to read 23-0006.
MOTION: Motion/seconded by Mayor Pro
Tem Vienna/Councilmember Ebiner to
introduce Ordinance 1303. The motion
carried 5-0.
Yes: Badar, Ebiner, Nakano, Vienna, Weber
No: None
Absent: None
Abstain: None
3. Introduce Ordinance 1302 Approving
Municipal Code Text Amendment 23-0002
to Regulate Camping and Storage on
Private and Public Property, and
Determination of Exemption from CEQA
under CEQA Guidelines 15061(b)(3)
Interim Director of Community Development
Torrico corrected the Municipal Code Text
Amendment number to read 23-0002.
MOTION: Motion/seconded by Mayor Pro
Tem Vienna/ Councilmember Weber to
introduce Ordinance 1302 adding language
to Section B, this section does not apply to
vehicles that are lawfully parked in an
authorized trailer court, a campsite within the
City, nor on private property when owner’s
permission is provided and when done so in
accordance with law and regulation. The
motion carried 5-0.
MOTION: Motion/seconded by Mayor Pro
Tem Vienna/Councilmember Nakano to call
back the item for further discussion. Motion
carried 5-0.
MOTION: Motion/seconded by Mayor Pro
Tem Vienna/Ebiner to introduce Ordinance
1302 adding language to Section B, this
section does not apply to vehicles that are
lawfully parked in an authorized trailer court,
a campsite within the City, nor on private
property when owner’s permission is
provided and when done so in accordance
with law and regulation. Approving Municipal
Code Text Amendment 23-0002 to Amend
Title 8 of the San Dimas Municipal Code by
Adding a New Chapter, Chapter 8.40 to
Regulate Camping and Storage on Private
January 9, 2024 City Council Minutes Page 3
and Public Property, and Determination of
Exemption from CEQA.
The motion carried 5-0.
Yes: Badar, Ebiner, Nakano, Vienna, Weber
No: None
Absent: None
Abstain: None
STAFF AND CITY COUNCIL REPORTS COMMENTS/RECOMMENDATIONS a. City Manager None
b. City Attorney None
c. Members of the City Council
Reports on Meetings Attended AB 1234
(G.C. §53232.3(d))
None
CITY COUNCIL REQUESTS FOR
FUTURE ITEMS
COMMENTS/RECOMMENDATIONS
None
CLOSED SESSION COMMENTS/RECOMMENDATIONS
CONFERENCE WITH LEGAL COUNSEL--
EXISTING LITIGATION
Government Code Section 54956.9(d)(1)
Name of case: City of Whittier, et al. v.
Superior Court of the State of California,
County of Los Angeles, et al., Orange County
Superior Court Case No. 23STCP03579
Following the closed session, the City
Attorney made a public announcement that
the City Council met and discussed the
closed session item on the agenda, that the
City Council gave direction to staff on the
item, and that no reportable action was taken.
Adjourned: 8:45 PM
I, Debra Black, City Clerk attest that these draft minutes are accurate and reflective of the actions taken by the City Council.
________________________________
Debra Black, City Clerk
Agenda Item Staff Report
To: Honorable Mayor and Members of City Council
For the Meeting of January 23, 2024
From: Chris Constantin, City Manager
Prepared by: Lily Flores, Housing Manager
Subject: Consideration and Approval of Resolution 2024-04 Approving Housing Solutions Fund Memorandum of Agreement with the San Gabriel Valley Council of Governments and Approval of an Expenditure and Offsetting Revenue Budget Appropriation in Fund 034 for Housing Solutions Fund in an amount not to exceed $10,000
____________________________________________________________________________
SUMMARY
The San Gabriel Valley Council of Governments (SGVCOG) developed guidelines and applications process for the Housing Solutions Fund through which eligible cities could submit an application to administer funds through the Housing Solutions Fund. The City submitted an application to administer Housing Solutions Funds for the purpose of assisting persons experiencing homelessness or persons at-risk of homelessness. The COG approved the application and has prepared the Memorandum of Agreement for execution in order to implement the program and initial fund release of $10,000.
RECOMMENDATION
Staff recommends that the City Council consider and approve the following:
1. Adopt Resolution 2024-04 approving the Housing Solutions Fund Memorandum of Agreement between the City of San Dimas and the San Gabriel Valley Council of Governments.
2. Approve a Budget Appropriation of $10,000 to Revenue Account 034.4802.020.004 and Expenditure Account 034.4802.020.004 for the Housing Solutions Fund.
3. Authorize the City Manager or his designee to execute any and all documents necessary to further the program approved herein, including but not limited to amendments and modifications to the Housing Solutions Fund with the San Gabriel Valley Council of Governments.
FISCAL IMPACT
Housing Solutions Fund Memorandum of Agreement Page 2
For the Meeting of January 23, 2024
The initial amount of the program for FY 23-24 is $10,000, which will be offset by equivalent revenue from the City’s Housing Solutions Fund Allocation. Additional limited staff time will be required to administer the Program.
BACKGROUND
The San Gabriel Valley Council of Governments (SGVCOG) created the Housing Solutions Fund, for the purpose of providing homeless services in support of the County’s Homeless Initiative strategies to combat homelessness in the San Gabriel Valley. The Housing Solutions Fund provides funds to eligible cities and service providers to provide financial assistance to or on behalf of individuals and families experiencing or at-risk of becoming homeless for the purpose of securing and/or retaining housing.
The SGVCOG developed guidelines and application process (Attachment 2) for the Housing Solutions Funds through which eligible cities and service providers could submit an application to administer flexible funds through the Housing Solutions Fund. The SGVCOG accepted applications from September 20, 2023, to October 31, 2023.
Below is a summary of the program’s criteria and guidelines:
There are two program categories that are accessible to service providers.
1. Housing/Rehousing; and
2. Prevention
A single client/family may not exceed the following threshold on an annual basis:
• Individual: $2,500 per year
• Family: $5,000 per year
Eligibility criteria for the Housing/Rehousing Program:
• Homeless
• At Imminent Risk of Homelessness
• Unaccompanied youth under the age of 25, or families, or families with dependent children; or
• Any individual or family who is fleeing or attempting to flee domestic violence, has no other residence, and lacks the resources or support networks to obtain permanent housing
The allowable expenses and services the City will be able to provide under the Housing/Rehousing Program includes (subject to pre-approval requirements):
• Documentation (e.g. driver’s license, ss card, birth certificate) • Transportation
• Security Deposit – amount of up to 2 months' rent and client must have housing voucher or documented ability to pay rent
• First Months' Rent – up to HUD’s FMR and client must have housing voucher or have documented ability to pay rent
• Furniture – up to $1,000 for individuals/$1,800 for families • Motel/Hotel Vouchers – no more than 3 nights, up to $129 per night, and motel voucher must serve as a temporary housing option before moving into a secured permanent housing
Housing Solutions Fund Memorandum of Agreement Page 3
For the Meeting of January 23, 2024
• Misc. Expenditures – any expenditure that supports a client’s move into permanent housing
Eligibility criteria for the Prevention assistance:
• Homeless
• At Imminent Risk of Homelessness
• Unaccompanied youth under the age of 25, or families, or families with dependent children
• 80% or below AMI
• Must have experienced an event that resulted in their housing crisis, including but not limited to job loss, death/illness, or rent increase, in which the landlord has legally increased the rent.
The allowable expenses and services the City will be able to provide under the Prevention Program includes (subject to pre-approval requirements):
• Documentation (e.g. driver’s license, ss card, birth certificate) • Transportation
• Security Deposit – amount of up to 2 months' rent and client must have housing voucher or documented ability to pay rent
• Rental Assistance – up to HUD’s Fair Market Rent (FMR) and client must have housing voucher or have documented ability to pay rent
• Rental Arrears – Must be necessary to prevent loss of housing. Maximum of 1- month rental arrears
• Host Household Assistance – must be for cost associated with the client staying at the home. Maximum assistance for 30- day stay: $200 for individual; $450 for family with children. Maximum assistance for 60-day stays: $400.00 for individual; $900.00 for family with children
• Other Expenditures – any expenditure that ensures that a client will not lose housing. Staff must demonstrate the direct linkage as to how the expenditure would prevent homelessness
Ineligible Expenses under both Programs:
• Food
• Alcohol
• Staff Time
• Utilities
• Expenditures not approved though the designated process • Expenditures that exceed the allowable listed amounts or • Reimbursements for city programs (e.g. recreation classes, transportation programs)
DISCUSSION/ANALYSIS
On October 24, 2023, the City submitted an application (Attachment 3) to the SGVCOG to administer Housing Solutions Funds for the purpose of assisting persons experiencing homelessness or persons at-risk of homelessness within our community. The application was approved by the SGVCOG on November 7, 2023, with the Memorandum of Agreement (“MOA”) (Attachment 4) and received for execution on November 30, 2023. The MOA outlines the compensations, responsibilities, and eligible expenses allowed in the Housing Solutions Fund.
Housing Solutions Fund Memorandum of Agreement Page 4
For the Meeting of January 23, 2024
Staff and the City Attorney have reviewed the document. Funding will be on a reimbursable basis with an initial contract amount of $10,000 awarded with 50% of the funds allocated by April 1, 2024, and the remainder 50% allocated by June 30, 2024. If all funds are expended before June 30, 2024, the City will be able to request additional funds.
ALTERNATIVES
No alternatives are proposed for this request.
ENVIRONMENTAL REVIEW
This item is not subject to environmental review under the California Environmental Quality Act (CEQA). Under CEQA guidelines Section 15378 (b)(5), continued administrative activities and organization activities that will not result in a direct or indirect physical change in the environment are not CEQA projects. Moreover, under CEQA guidelines CEQA guidelines Section 15784 (b)(4), government fiscal activities which do not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment are not CEQA projects.
Respectfully submitted,
Lily Flores
Housing Manager
Attachments:
1. Resolution 2024-04
2. Housing Solutions Fund Guidelines
3. Housing Solutions Fund Application
4. Housing Solutions Fund Memorandum of Agreement between the City of San Dimas and the San Gabriel Valley Council of Governments
ATTACHMENT 1
RESOLUTION 2024-04
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS, COUNTY OF
LOS ANGELES, AUTHORIZING THE APPROVAL OF THE HOUSING SOLUTIONS
FUND MEMORANDUM OF AGREEMENT BETWEEN THE CITY OF SAN DIMAS AND
THE SAN GABRIEL VALLEY COUNCIL OF GOVERNMENTS AND THE
EXPENDITURE AND OFFSETING REVENUE BUDGET APPROPRATION IN FUND 034
FOR HOUISNG SOLUTIONS FUND
WHEREAS, The San Gabriel Valley Council of Governments (SGVCOG) created the Housing Solutions Fund, for the purpose of providing homeless services in support of the County’s Homeless Initiative strategies to combat homelessness in the San Gabriel Valley; and WHEREAS, The Housing Solutions Fund provides funds to eligible cities and service providers to provide financial assistance to or on behalf of individuals and families experiencing or at-risk of becoming homeless for the purpose of securing and/or retaining housing; and WHEREAS, The SGVCOG developed guidelines and application process for the Housing Solutions Funds through which eligible cities and service providers could submit an application to administer flexible funds through the Housing Solutions Fund; and WHEREAS, On October 24, 2023 the City submitted an application to the SGVCOG to administer Housing Solutions Funds for the purpose of assisting persons experiencing homelessness or persons at-risk of homelessness within our community; and WHEREAS, The application was approved by the SGVCOG on November 7, 2023 with the Memorandum of Agreement and received for execution on November 30, 2023.
NOW, THEREFORE, BE IT FURTHER RESOLVED that the City Council of the City of San Dimas does hereby resolve that:
SECTION 1. The City Council approves Budget Appropriation of $10,000 to Revenue Account 034.4802.020.004 and Expenditure Account 034.4802.020.004 for the Housing Solutions Fund.
SECTION 2. The City Council authorizes the City Manager or his designee to execute any and all documents necessary to further the program approved herein, including but not limited to amendments and modifications to the Housing Solutions Fund with the San Gabriel Valley Council of Governments.
Resolution 2024- 04 Page 2
Housing Solutions Fund Memorandum of Agreement
January 23, 2024
PASSED, APPROVED AND ADOPTED this 23rd day of January, 2024. ____________________________________
Emmett G. Badar, Mayor
ATTEST:
_______________________________
Debra Black, City Clerk
I, Debra Black, City Clerk, hereby certify that Resolution 2024-04 was adopted by the City Council of San Dimas at its regular meeting of January 23, 2024 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
______________________________
Debra Black, City Clerk
FY 2023-24 Housing Solutions Fund
Guidelines
Updated as of November 29, 2023
The San Gabriel Valley Council of Governments (“SGVCOG”) Housing Solutions Fund was established using Measure H funds allocated to the SGVCOG through the Local Solutions Fund (“LSF”) and administered in alignment with the requirements established in the SGVCOG’s Measure H Agreement with the County of Los Angeles.
A minimum of $550,000 of the Local Solutions Fund funding is anticipated to be allocated to the Housing Solutions Fund. These guidelines establish the policies and procedures to ensure proper expenditure of funds and ensure that all funds are expended in alignment with the requirements of the SGVCOG’s Agreement with the County of Los Angeles.
Funding must be expended by June 30, 2024.
Purpose
The Housing Solutions Fund is established to provide service providers and cities with an additional resource to support clients experiencing homelessness or at-risk of homelessness, in addition to those resources available through the broader homelessness system in Los Angeles County. These funds are specifically for direct costs associated with housing, rehousing, or stabilizing clients, not to fund staffing costs for case management, problem solving, and housing navigation to support clients. The program is focused on providing additional financial resources to agencies that have the existing capacity and expertise to ensure that funds are used in the most efficient and effective way to support clients. The Housing Solutions Fund should not supplant any existing resources that service providers or cities can access.
Process
The Housing Solutions Fund will be administered by local partners that have been approved by the SGVCOG through a simple application process and with whom the SGVCOG has an executed agreement. The SGVCOG’s application process will ensure that administering entities meet the minimum financial and service qualifications. The SGVCOG intends to execute an agreement with any eligible entity that meets these minimum qualifications.
Eligible Entities
● Service Providers
● Local Jurisdictions/Public Agencies
Please note that, by executing an agreement to participate in the Housing Solutions Fund, your agency is agreeing to abide by the guidelines outlined in this document. Any expenditures that are not in accordance with the guidelines will not be reimbursed, and the SGVCOG will immediately terminate an agreement with an agency that is not following the guidelines.
1 ATTACHMENT 2
Minimum Qualifications
All Entities
● Must have at least 2 years of experience providing homeless and/or housing assistance services in Los Angeles County1;
● Must be in good standing in the State of California;
● Must have at least 1 designated, trained staff administering the program for the duration of the grant;
● Must have suitable accounting, financial, and administrative systems for documenting grants and contracts, including a system of internal controls; ● Must have adequate financial resources to perform the contract; ● Must meet the minimum insurance requirements;
● Must have an established system of collecting and managing client data in a way that meets all client privacy and security requirements;
● Comply with all subcontractor terms of the SGVCOG’s agreement with Los Angeles County
Public Agencies
● Each assigned staff must complete problem-solving/similar training Non-Profit Agencies
● Must have IRS 501c(3) tax-exempt status;
● Must complete problem-solving/similar training or provide problem-solving training certification
Please note there are two upcoming LAHSA Problem-Solving trainings for non-HMIS users/Key Partners. Applicants can apply for the training here.
Application Process
To administer the Housing Solutions Funds, each partner must submit an application, which can be found here. Any eligible agency that meets the minimum qualifications can apply. As part of the application, applicants must demonstrate the following:
● Agency meets the minimum qualifications;
● They have trained staff to work with clients and perform case management; ● They have a defined process, with adequate controls, that allows for the proper disbursement of funds by the funding deadline;
● They have the ability to carry-out the outlined process for the duration of the agreement.
Applications will be accepted from September 20, 2023, to October 31, 2023. The SGVCOG intends to execute an agreement with each entity that meets the minimum qualifications and evaluation criteria, on a first-come, first-serve basis, pending funding availability.
Applications will be reviewed on a rolling basis, with expected notification of award approximately 2 weeks after a complete application is received. SGVCOG staff may request additional information if necessary. Selected agencies may be subject to an audit by internal SGVCOG audit staff to verify their financial ability to comply with the program requirements.
1 If an agency does not have at least 2 years of experience, the key staff person must have at least 2 years of experience.
2 ATTACHMENT 2
As part of the application process, each entity must indicate its process for disbursing funds, from client intake to invoice/report submittal. Specifically, each agency must demonstrate how it will complete each step in the process below:
Each entity must fulfill the minimum organizational and implementation requirements in order to enter into an executed contract with the SGVCOG. The SGVCOG will evaluate the following criterias:
Contracting Process
Once an applicant’s application is approved, the process of agreement execution can begin.
The contract will define the roles and responsibilities of the entity, which include the following:
● Designating specific staff to administer the funds;
● May incur eligible expenses up to $500 without the SGVCOG’s prior approval; ● Requiring pre-approval expenditure request form be completed for proposed expenditures over $500;
3 Organizational Criteria:
● Has at least 2 years of experience providing homeless and/or housing assistance services in Los Angeles County
● Has at least 1 designated, trained staff administering the program for the duration of the grant
● Demonstrates having suitable accounting, financial, and administrative systems for documenting grants and contracts, including a system of internal controls
● Has an established system of collecting and managing client data in a way that meets all client privacy and security requirements
Y(1)
Y(1)
Y(1)
Y(1)
N(0)
N(0)
N(0)
N(0)
Implementation Criteria:
● Demonstrates a history of staff who have experience with implementing and managing housing and homeless programs involving flexible funds
○ Can fulfill the roles and responsibilities of Project Administrator and Designated Implementer(s) as stated
in the Housing Solutions Fund Guidelines
● Displays the ability to ensure funds are expended consistently with the funding guidelines
● Has experience completing and submitting monthly invoices and quarterly reports by a given deadline
Y(1)
Y(1)
Y(1)
N(0)
N(0)
N(0)
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● Receiving reimbursement for expending eligible funds (Exhibit A) between $50-$500 with supporting documentation;
● Submit Client Report Forms for each client served;
● Submit Monthly Invoices;
● Submit Quarterly Reports;
● Submit a Final Report
As part of the application process, the applicant will submit an overview of the process of working with clients and disbursing payments. This will be included as an attachment to each entity’s agreement.
The contract will be a reimbursement-based contract, so entities will be responsible for the initial expenditures and can then submit the expenditures, with appropriate back-up for reimbursement.
Each entity will be eligible for an initial contract of $10,000. Entities must expend at least 50% of their initial allocated funds by March 31, 2024, and 50% of their initial allocated funds by June 30, 2024. The SGVCOG reserves the right to unencumber any funds in excess of those amounts that haven’t been expended by those dates.
Entities will be able to request additional funds after the initial funds have been expended, pending funding availability. Should additional funding be allocated to an entity, the SGVCOG reserves the right to unencumber funds that are not being spent in a timely manner.
An entity will not be reimbursed for any expenditures that occur prior to execution of an agreement with the SGVCOG. Additionally, an entity will not receive reimbursement if an expense is not eligible per Exhibit A.
Reimbursement Process
As indicated above, entities will be reimbursed for all eligible expenditures - meaning those expenditures that are both eligible based on the Program Guidelines and disbursed in a manner consistent with the program requirements. Each agency will designate an individual or individuals that are designated and approved to request funding, based on their experience working with clients. Only those individuals will be able to request funding. Each individual must sign a form verifying that they have read and understand the funding guidelines and agree to implement them as written. Individuals should focus on providing the minimum financial intervention necessary to ensure that the client is housed/rehoused/remains housed. Each entity should also focus on ensuring that financial interventions result in long-term housing stability.
It is the responsibility of the entity to ensure that expenditures are eligible. The SGVCOG will not reimburse for ineligible expenditures, including those that are defined as ineligible and those that are not disbursed in a manner consistent with the program requirements (i.e. exhausting all funds between $50-$500).
The step-by-step process for reimbursement can be found below:
1. Designated Implementer works with the client and completes the Client Report Form.
2. Designated Implementer requests pre-approval for any expenditure greater than $50 if the authorized individual determines that funding is necessary to house or re-house a 4 ATTACHMENT 2
client and/or keep them housed. Entities must complete this form completely, in order to help the SGVCOG evaluate expenditures. The SGVCOG will respond to each complete request within 1 business day and will aim to respond more quickly. Incomplete requests will delay the approval. Entities should consider the pre-approval timeframes when developing plans with clients.
3. Disburse funds. Funds may not be disbursed to a client directly but must instead be disbursed directly to the entity that requires funds (e.g. landlord).
4. Compile appropriate back-up (e.g. receipts; paid invoices; deposits) and submit invoice in the required format on a monthly basis, by the 15th day of each month.
Upon receipt of a complete invoice (meaning an invoice that includes all required back-up), the SGVCOG will aim to reimburse the entity within 30 days.
With each submitted invoice, the entity must also submit the completed Client Report Form for each client, which must include the amount of funds disbursed on behalf of that client and the category of funds. The SGVCOG will compile this information for submission in its Quarterly Report to the County of Los Angeles for compliance with its contract with the County of Los Angeles Homeless Initiative (HI).
Partner Expectations
The SGVCOG will publish an online list of partners that can access the Housing Solutions Fund so that clients can know where resources can be accessed. The SGVCOG will also publish online how clients can access resources from each partner. A partner agency may not withhold services or resources to a client based on their city of origin, any protected status, and must utilize a housing-first, trauma-informed care approach to serving clients.
If a partner does not have sufficient resources to provide adequate case management support to the client, that must be communicated immediately to the SGVCOG so that the SGVCOG can refer the client to another provider.
Implementation
The Housing Solutions Fund provides service providers and cities with access to additional financial resources to support clients that may have specific financial needs that will allow them to be housed, re-housed, or remain housed. Each participating service providers must have a specified process that ensures that the
To access the Housing Solutions Fund, approved individual(s) from approved agencies must ensure that the program is implemented consistently with the required guidelines, as outlined below. The Housing Solutions Fund should also only be accessed after all of other potential funding resources have been exhausted.
Administrator
To ensure the success of the Housing Solutions Fund, each service provider must designate the Project Administrator, who will be responsible for program oversight and ensuring that funds are expended consistently with the funding guidelines, as well as completing and submitting monthly invoices and quarterly reports to the SGVCOG for review and approval. This individual must be identified and approved by the SGVCOG and, if he/she/they changes during the term of 5 ATTACHMENT 2
the Agreement, the SGVCOG must be notified and provide approval of that change. To be approved by the SGVCOG, each individual must do the following:
● Briefly document their experience in providing case management to clients and making funding recommendations OR undertake a training;2
● Submit a signed form acknowledging his/her/their understanding of the Program Guidelines and committing to implementing those Program Guidelines to the best of their ability.
Designated Implementers
To ensure the success of the Housing Solutions Fund, each service provider must designate the individual or individuals that will be responsible for working with clients and making funding recommendations through the Housing Solutions Fund. Since funding is limited and the allocation of funding must be approved by the SGVCOG, it is imperative that the Designated Implementer can appropriately evaluate the required amount of assistance that will provide a feasible outcome for clients and their housing and be able to communicate that information to the clients.
Only individuals who have been designated by the service provider and who have been approved by the SGVCOG will be authorized to make funding recommendations for clients and submit funding pre-approval requests. To be approved by the SGVCOG, each individual must do the following:
● Briefly document their experience in providing case management to clients and making funding recommendations OR undertake a training;3
● Submit a signed form acknowledging his/her understanding of the Program Guidelines and committing to implementing those Program Guidelines to the best of their ability.
A service provider may designate as many individuals as they’d like, at any point during program implementation. However, an individual must be approved by the SGVCOG prior to making any funding recommendations for clients and submitting pre-approval requests. Any funding request or reimbursement request submitted by an individual that hasn’t been approved by the SGVCOG will be denied.
Case Management
Each service provider is expected to provide some level of case management to their clients.
Each service provider must have a conversation with the client to determine what interventions - financial or otherwise – would be the most impactful in helping the client move into and retain long-term housing. This includes having a plan to ensure the longer-term housing stability of that client, even after the financial intervention. Under no circumstances should a service provider provide financial assistance to a client that will not be able to retain housing beyond the financial intervention. Each service provider should also ensure that their clients are accessing all mainstream resources and services for which they’re eligible, which could include Social 3 This requirement may be waived for individuals that work for agencies with significant experience managing similar types of programs, provided that there is an approved individual overseeing the program as a whole.
2 This requirement may be waived for individuals that work for agencies with significant experience managing similar types of programs, provided that there is an approved individual overseeing the program as a whole.
6 ATTACHMENT 2
Security, MediCal, General Relief, CalFresh, and workforce development resources. It is crucial that Implementers also utilize Coordinated Entry System (CES) resources to maximize the support provided to clients.
To the extent possible, all clients should also be entered into the County’s Homeless Management Information System (HMIS) to ensure that clients are able to access broader County resources.
Program Categories
There are 2 program categories that are accessible to service providers, each of which has slightly different implementation requirements:
1. Housing/Re-Housing
2. Prevention
A single client/family may not exceed the following thresholds on an annual basis:
● Individual: $2,500 per year
● Family: $5,000 per year
An individual and a family must meet the following definition and must be screened to be eligible for assistance:
● Individual
○ A household consisting of a single-person; OR
○ A group of unrelated people sharing a housing unit such as partners or roomers; OR
○ A household that does not consist of minor children (17 or under) ● Family
○ Households consisting of one or more minor children (17 or under) in the legal custody of one or two adults who are living together and working cooperatively to care for the children. This includes 2-parent and 1-parent families, including those with same sex partners; OR
○ Families with intergenerational or extended family members, unmarried couples with children, families that contain adults who are not the biological parents of the children, and other family configurations; OR
○ Households currently without minor children, in which the mother is in her last trimester of pregnancy, or mothers who have been medically diagnosed as having a high-risk pregnancy.
Housing/Re-Housing
This program is focused on providing targeted resources for eligible clients to help them move into permanent housing. Each service provider should provide case management to eligible clients to determine the intervention - financial or otherwise - that will help move them into permanent housing that they can retain. Specifically, a client must be able to independently afford the housing to which they’re referred - whether with a housing voucher or have adequate income to cover the cost of the rent/expected expenses.
Each service provider shall focus on connecting clients to interventions that are sustainable by the client beyond the financial intervention.
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Clients Eligibility
Clients must meet at least one of the following criteria to be eligible for housing/re-housing assistance.
1) Clients must be homeless, meeting at least one of the following criteria:
a) Has a primary residence that is a public or private space not meant for human habitation;
b) Is living in a publicly or privately operated shelter designated to provide temporary living arrangements (e.g. congregate shelters; transitional housing; hotels/motels paid for by charitable organizations, or by federal, state, or local government programs)
c) Is exiting an institution where s(he) has resided for 90 days or less and who resided in an emergency shelter or place not meant for human habitation immediately before entering that institution.
2) At Imminent Risk of Homelessness, meeting the following criteria:
a) Residence will be lost within 30 days of the date of application for homeless assistance;
b) No subsequent residence has been identified;
c) The individual or family lacks the resources or support networks needed to obtain other permanent housing.
3) For unaccompanied youth under age 25 or families or families with dependent children, meeting at least one of the following criteria:
a) Meets the criteria in section 1
b) Have not had a lease, ownership interest in permanent housing during the 60 days prior to the homeless assistance application
c) Have experienced persistent instability as measured by two moves or more during the preceding 60 days
d) Can be expected to continue in such status for an extended period of time due to special needs or barriers
4) Any individual or family who
a) Is fleeing, or is attempting to flee, domestic violence b) Has no other residence, and
c) Lacks the resources or support networks to obtain other permanent housing Implementers may not discriminate or withhold resources or services from a client on the basis of race, color, sex, sexual orientation, age, religious belief, national origin, marital status, physical or mental handicap, medical condition, or place of residence (including jurisdiction of residence). The SGVCOG reserves the right to disencumber funds if an implementer is withholding services or resources on any of these bases.
Expenditure Examples
General categories of eligible expenditures and examples of when those might be used are found below, subject to the limits found in later sections:
Intervention Types of Eligible Expenditures
(subject to limits defined below)
Family Reunification Transportation; Short-term Motel/Hotel Voucher; Host Household Assistance
8 ATTACHMENT 2
Move-in Support for
Client4
Documentation; Application Fees; Transportation (to unit viewings, etc.); Security Deposit & First Month’s Rent (if not available through other sources); Furniture
Interim Housing Move-in Transportation; Short-term Motel/Hotel Voucher Prevention
This program is focused on providing targeted resources for eligible clients to prevent them from falling into homelessness. These resources should be utilized in connection with a problem solving conversation with each client to determine the specific financial intervention that will allow them to retain their housing. Specifically, problem solving empowers households facing a housing crisis to identify safe and appropriate housing options, with the support of trained staff.
It is important to note that this funding is only for housing retention and cannot be used for other financial needs that clients might have that are not necessary for the client to retain their housing. A key component of this problem solving conversation is ensuring that clients are still able to retain their housing after the financial intervention. If a client is consistently unable to afford their housing, the problem solving conversations/financial resources should focus on moving the client into a housing situation that is financially sustainable for them.
Client Eligibility
Clients must meet at least one of the following criteria to be eligible for prevention assistance:
1) Clients must be homeless, meeting at least one of the following criteria:
a) Has a primary residence that is a public or private space not meant for human habitation;
b) Is living in a publicly or privately operated shelter designated to provide temporary living arrangements (e.g. congregate shelters; transitional housing; hotels/motels paid for by charitable organizations, or by federal, state, or local government programs)
c) Is exiting an institution where s(he) has resided for 90 days or less and who resided in an emergency shelter or place not meant for human habitation immediately before entering that institution.
2) At Imminent Risk of Homelessness, meeting the following criteria:
a) Residence will be lost within 30 days of the date of application for homeless assistance;
b) No subsequent residence has been identified;
c) The individual or family lacks the resources or support networks needed to obtain other permanent housing.
3) For unaccompanied youth under age 25 or families or families with dependent children, meeting at least one of the following criteria:
a) Meets the criteria in section 1
b) Have not had a lease, ownership interest in permanent housing during the 60 days prior to the homeless assistance application
4 Must have housing voucher or other verified way of paying ongoing rent 9 ATTACHMENT 2
c) Have experienced persistent instability as measured by two moves or more during the preceding 60 days
d) Can be expected to continue in such status for an extended period of time due to special needs or barriers
4) Any individual or family who
a) Is fleeing, or is attempting to flee, domestic violence b) Has no other residence, and
c) Lacks the resources or support networks to obtain other permanent housing AND
5) Must be at or below 80% Area Median Income (AMI) for Los Angeles County.
AND
6) Must have experienced an event that resulted in their housing crisis, including but not limited to the following:
a) Job Loss;
b) Death/Illness; or
c) Rent increase, in a situation in which the landlord has legally increased the rent.5 Implementers may not discriminate or withhold resources or services from a client on the basis of race, color, sex, sexual orientation, age, religious belief, national origin, marital status, physical or mental handicap, medical condition, or place of residence (including jurisdiction of residence). The SGVCOG reserves the right to disencumber funds if an implementer is withholding services or resources on any of these bases.
Problem Solving Conversations
If a service provider is interested in accessing prevention funds for a client, he/she/they must begin with a problem conversation that is designed to identify the strengths, existing supports, and needs of a household in order to identify creative solutions to resolve their housing crisis. It is critical that the service provider uses active listening to allow the household to share their story without interruption and with the approach that they feel heard, ensuring that the conversation is client-centered. Implementers should use active listening and motivational interviewing focused on learning about the client’s housing history, potential support networks, current and past income, and safety and appropriateness of housing. The five main outcomes that can be achieved through problem solving are as follows:
1. Permanently moving in with family or friends;
2. Returning to their own residence;
3. Temporarily moving in with family and friends as they seek new housing;
4. Relocating permanently to a safe location out of town where they have social supports of friends or family;
5. Finding a new residence of their own.
The Los Angeles Homeless Services Authority (LAHSA) has a guide for implementation and best practices for problem solving, which all implementers should read and can be found here.
The guide outlines the key elements of a problem solving conversation:
5 If a landlord has increased the rent for a client, the implementer should first refer the client to legal services to ensure that the landlord followed all laws in increasing the rent. 10 ATTACHMENT 2
1. Create a comfortable, safe meeting environment.
2. Have a conversation to learn about the client, not just a checklist of questions.
3. Be clear and transparent about the resource limitations, with a firm commitment to helping the household find a solution.
4. Listen without judgment.
5. Use active listening skills.
6. Normalize their experience.
7. Display open, responsive body language as appropriate and be culturally sensitive.
8. Explore strengths and resources.
Problem solving is about having a meaningful conversation with a client to determine how to prevent them from falling into homelessness. Problem solving is not rental assistance, although rental assistance may be a component of a problem solving conversation. There are not sufficient funds to provide ongoing rental assistance for an individual or family, therefore it is crucial that the Implementer provide support that will ensure that the client remains housed even after any financial intervention ends. To that end, each client is required to have a housing stabilization plan. The plan must demonstrate that the Implementer has done their due-diligence to ensure that the client will remain housed after the intervention.
It’s also critical to note that there are many programs countywide that may be beneficial for problem-solving clients. For example, LAHSA also has problem solving funding that can be accessed if the appropriate training is completed. Implementers should rely not only on in-house resources but also on referrals to other providers in the coordinated entry system (CES). 11 ATTACHMENT 2
Exhibit A: Eligible Expenditures and Expenditure Limits The following table lists the eligible expenditures and expenditure limits per program along with ineligible program expenditures.
Program 1: Housing/Rehousing
Expenditure Limits
Documentation (e.g. drivers license,
social security card, birth certificate)
● Subject to pre-approval requirements
Transportation ● Subject to pre-approval requirements
Security Deposit ● Up to 2 months rent, based on Small Area Fair Market Rent (FMR) (by Zip Code)
● Client must have housing voucher or documented
ability to pay rent
First Month’s Rent ● Up to HUD’s Small Area Fair Market Rent (FMR) (by Zip Code)
● Client must have housing voucher or have
documented ability to pay rent (e.g. pay stubs)
Furniture Up to $1000 for individuals/$1800 for families, subject to pre-approval requirements
Motel/Hotel Vouchers ● No more than 3 nights6
● Up to $129 per night. Should a night stay be rated
higher than the allowable threshold (e.g. holiday
weekend), the SGVCOG will evaluate the request
for funds on a case-by-case basis and determine its
approval.
● Must provide written documentation that it was the
best rate available7
● Motel/hotel voucher must serve as temporary
housing option before moving into a secured
permanent housing option (e.g. family reunification;
interim housing setting; permanent housing)
Misc. Expenditures Any expenditures that support a client’s move into permanent housing, subject to pre-approval
requirements
Program 2: Prevention
Documentation (e.g. drivers license, Subject to pre-approval requirements 7 Waived if the City has an agreement with a motel/hotel partner 6 May request additional nights but must have justification 12 ATTACHMENT 2
social security card, birth certificate)
Transportation ● Subject to pre-approval requirements
● Should ensure that client is signed-up for all
relevant assistance programs
Security Deposit ● Up to 2 months rent, based on Small Area Fair Market Rent (FMR) (by Zip Code)
● Client must have housing voucher or documented
ability to pay rent
Rental Assistance ● Up to HUD’s Small Area Fair Market Rent (FMR) (by Zip Code)
● Client must have housing voucher or have
documented ability to pay rent
Rental Arrears ● Must be necessary to prevent loss of housing ● Maximum of 1 month rental arrears, up to HUD’s
Small Area Fair Market Rent (FMR) (by Zip Code)
Host Household Assistance Must be for costs associated with the client staying at the home (e.g. food) and service provider 8
● Maximum assistance for 30 day stay: $200 for
individual; $450 for family with children
● Maximum assistance for 60-day stay: $400 for
individual; $900 for family with children
Other Expenditures Any expenditures that ensure that a client will not lose housing, subject to pre-approval requirements. The
implementer must demonstrate the direct linkage
as to how the expenditure would prevent
homelessness.
Ineligible Expenditures
● Food;
● Alcohol;
● Staff Time;
● Utilities 9;
● Expenditures that have not been pre approved through the designated process; ● Expenditures that exceed the limits listed above; or
● Reimbursements for city programs (e.g. recreation classes; transportation programs)
9 Utility companies have existing programs designed to help residents avoid utility shut-off. Implementer should instead direct the client to those programs.
8 Host household must commit to a minimum stay of at least 30 days 13 ATTACHMENT 2
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ATTACHMENT 3
1801279.1
MEMORANDUM OF AGREEMENT
HOUSING SOLUTIONS FUND MEMORANDUM OF AGREEMENT BETWEEN THE CITY
OF SAN DIMAS AND THE SAN GABRIEL VALLEY COUNCIL OF GOVERNMENTS (SGVCOG)
This Memorandum of Agreement (“MOA”) is by and between the City of San Dimas (City) and the San Gabriel Valley Council of Governments, a joint powers authority (SGVCOG), to be effective as of the date signed by both Parties. The City and the SGVCOG shall be referred to herein at times individually as “Party” and collectively as “Parties”.
RECITALS:
A. The SGVCOG was established to have a unified voice to maximize resources and advocate for regional and member interests to improve the quality of life in the San Gabriel Valley within the jurisdictions of its member cities and its unincorporated areas; and B. The SGVCOG executed a contract (Funding Agreement No. HI-23-003) with the County of Los Angeles (County) for Measure H funding allocated to cities and subregions as part of the Local Solutions Fund, for the purposes of providing homeless services in support of the County's Homeless Initiative (HI) strategies to combat homelessness in the San Gabriel Valley (the “Funding Agreement”); and
C. The Housing Solutions Fund is one of the projects funded by the Funding Agreement to address homelessness in the San Gabriel Valley by providing funds to eligible cities and services providers to provide financial assistance to or on behalf of individuals and families experiencing or at-risk of becoming homeless for the purpose of securing and/or retaining housing; and D. The SGVCOG developed guidelines and application process for the Housing Solutions Fund through which eligible cities and service providers could submit an application to administer flexible funds through the Housing Solution Fund; and
D. The City submitted an application to the SGVCOG to administer Housing Solutions Funds for the purpose of assisting persons experiencing homelessness (PEH) or persons at-risk of homelessness within their community; and
E. The SGVCOG approved the application of the City to administer the Housing Solutions Fund; and
F. The City and the SGVCOG desire to set forth the terms of their respective obligations in implementing the Program as describe in Exhibit A, attached hereto and incorporated herein by reference (the “Program”).
NOW, THEREFORE, the Parties agree to the following:
I. TERM:
ATTACHMENT 4
1801279.1
The term of this MOA shall commence upon execution of the MOA by all Parties and shall continue through June 30, 2024, or through the date upon which all eligible expenditures have been reimbursed, whichever occurs first. The term of this MOA may be extended by mutual agreement of both Parties by way of an amendment to this MOA.
II. COMPENSATION:
The total not to exceed amount payable to the City under this Agreement is $10,000 (“Total Funding”). Notwithstanding the foregoing, the SGVCOG’s initial release to City from the Total Funding shall not exceed ten thousand dollars ($10,000.00) (“Initial Funding”). Should the City expend the entirety of the Initial Funding prior to the end of the MOA Term, the City can request additional funds, to be allocated by the SGVCOG, subject to funding availability and the SGVCOG’s complete discretion. Prior to any release of funds above the Initial Funding amount, the City shall set forth in writing the purposes for which the additional funds will be used and such additional fundings and the amount must be approved in writing by the SGVCOG’s Executive Director. Any costs incurred by the City in excess of the Initial Funding and prior to the date of the SGVCOG’s Executive Director written approval of the release of additional funds, if any, shall not be eligible for funding under this MOA.
III. ELIGIBLE EXPENSES
City shall administer funds released under this MOA for only those costs and expenses that are eligible as set forth in the SGVCOG’s FY 2023-24 Housing Solutions Fund Guidelines (the “Guidelines”) which are incorporated herein by reference. City acknowledges that it has been provided with a copy of the Guidelines and has read and understood them as they apply to this MOA. A copy is also available on the SGVCOG’s website at https://www.sgvcog.org/homelessness.
IV. RESPONSIBILITIES OF EACH OF THE PARTIES:
A. SGVCOG
1. Review submitted deliverables, reports, and invoices from the City and notify the City as to any additional such documents that are required.
2. Coordinate conference calls and/or meetings with the City as necessary.
3. Provide any updated point-of-contact described in Section VIII.A to serve as the SGVCOG’s Project Manager with name, title, and contact information.
4. Respond to City requests in a timely manner.
5. Review City invoicing and reporting schedules and deadlines.
6. Provide payment within 30 days of approval of City’s invoice.
7. Manage the Housing Solutions Fund and report to County on the implementation of the Housing Solutions Fund.
B. City
1. Implement the Program in a manner consistent with the City’s application and this MOA, including but not limited to, the Guidelines.
ATTACHMENT 4
1801279.1
2. Designate, in writing and with contact information, an Implementer(s), who will be responsible for working with clients and making funding recommendations through the Housing Solutions Fund.
3. Notify the SGVCOG in writing prior to any changes to the designated Administrator and/or Implementer within the MOA term.
4. Submit timely deliverables, reports, and invoices, including spend down reports and appropriate backup documentation in a form reasonably satisfactory to the SGVCOG.
5. Respond to SGVCOG requests related to the Program in a timely manner.
6. Maintain membership in the SGVCOG during the entire term of this MOA.
7. Participate in monthly homeless working group meetings.
8. Provide any updated point-of-contact described in Section VIII.B to serve as the City’s Project Manager who will be responsible for Program and MOA oversight with name, title, and contact information.
9. City may incur eligible expenses up to $500 without the SGVCOG’s prior approval.
10. Prior to incurring eligible expenditures greater than $500, City must submit a request form for such expenditures to the SGVCOG and receive SGVCOG’s written approval.
11. Ensure that all funding is expended by the end of the MOA Term and, if not, inform the SGVCOG as soon as practicable of delays in expending funds. The SGVCOG reserves the right to retain any funds that it deems will not be spent in accordance with this MOA by the end of the MOA Term.
12. Within 30 days of an invoice for same, reimburse the SGVCOG for expenditures that are determined to be ineligible expenses under this MOA. Amounts not reimbursed within this time frame shall accrue interest at the rate of 10% per annum or fraction thereof.
V. INELIGIBLE EXPENSES
A. Those expenses that are identified as ineligible in the Guidelines, including but not limited to City staff time.
B. Activities not outlined in the Program.
C. Costs otherwise budgeted and funded by another source.
D. Costs not incurred during the term of the MOA, including work performed and costs incurred prior to the Effective Date.
E. Ineligible costs identified in Section II above.
F. Advocacy and lobbying.
G. Grant preparation.
H. Participation in SGVCOG and/or other regional meetings.
VI. INVOICING
A. City must submit invoices on a monthly basis, no later than the 15th day of the month, in accordance with the schedule in Exhibit B. City must provide all necessary documentation, including but not limited to invoices, and deliverables, as support for the invoice. The invoice must include all work completed/costs incurred during the month. City’s final invoice for any eligible expenses not previously invoiced in the last monthly invoice, shall ATTACHMENT 4
1801279.1
be submitted within 30 days of the end of the MOA Term and if not submitted, reimbursement is within the SGVCOG’s sole discretion.
B. City must submit a quarterly report with the client report forms and required supportive documentation indicating outcomes during the quarter period, consistent with the SGVCOG format provided.
C. City must ensure expenditures are eligible for reimbursement. Any ineligible expenditures will not be reimbursed by the SGVCOG.
D. A 5% deduction per month deduction shall be made from any invoices not submitted within the above time frames for the first three months the invoices are late. Invoices submitted after that time shall be subject to a 10% per month deduction. Invoices not submitted within 30 days from the end of the MOA Term, shall not be paid.
E. Any funds that are not expended by the end of the MOA term and invoiced within 30 days thereof, shall be retained by the SGVCOG for re-allocation to another program.
VII. AMENDMENTS:
A. Except as specifically provided herein, any change in any of the terms and conditions of this MOA shall not have any force and effect unless a written amendment has been prepared and executed by the Parties.
B. Notwithstanding the foregoing, changes in the Program that are consistent with the Guidelines and do not alter any funding amounts provided herein may be approved by the Parties Project Managers in writing.
VIII. PROJECT MANAGEMENT:
A. For purposes of this MOA, the SGVCOG designates the following individual as its Project Manager to which any notices required under this MOA shall be sent:
Samantha Piedra
Senior Management Analyst
San Gabriel Valley Council of Governments
1333 S. Mayflower Ave., Suite 360
Monrovia, CA 91016
[email protected]
B. For purposes of this MOA, the City of San Dimas designates the following individual as its Project Manager to which any notices required under this MOA shall be sent:
Lily Flores
Housing Manager
City of San Dimas
245 E. Bonita Ave.
San Dimas, CA 91773
[email protected]
C. Additional Parties’ contacts and copies of notices to whom shall be sent include the following individuals:
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1801279.1
Marisa Creter
Executive Director
San Gabriel Valley Council of Governments
1333 S. Mayflower Ave, Suite 360
Monrovia, CA 91016
[email protected]
D. Either Party may change its Project Manager or contacts upon written notice to the other Party.
IX. TERMINATION:
A. This MOA may be terminated by either Party at any time without cause. Termination will occur 30 days after written notice is issued by a Party to the other Party’s Project Manager. The City shall stop work and not incur any additional expenses upon receipt of or issuance of such notice, except that which is reasonable and necessary to effectuate the termination. The City shall be entitled to reimbursement for eligible expenses that are reasonably and necessarily incurred up to the date that such termination is effective.
B. This MOA may be terminated for cause at any time for a material default by one of the Parties upon written notice to the applicable Project Manager. In the event of termination for cause, termination will be in effect three days after deposit of the written notice in the U.S. Mail, postage pre-paid, unless otherwise stated at a later time in the written notice.
X. INDEMNITY:
A. Neither the SGVCOG, its member agencies, or their respective officers, employees, consultants or volunteers (the “SGVCOG Indemnitees), shall be responsible for any damage or liability occurring by reason of anything done or committed to be done by the City Indemnitees (as defined below) under or in connection with the performance of this MOA.
B. Neither the City or its respective officers, employees, consultants, or volunteers (the “City Indemnitees”), shall be responsible for any damage or liability occurring by reason of anything done or committed to be done by the SGVCOG Indemnitees under or in connection with the performance of this MOA C. The City shall indemnify, defend and hold the SGVCOG Indemnitees harmless from and against any liability, claims, losses, actions, and expenses, including without limitation, defense costs, any costs or liability on account of bodily injury, death or personal injury of any person or for damage to or loss of use of property, ATTACHMENT 4
1801279.1
any legal fees and any claims for damages of any nature whatsoever arising out of or resulting from the City’s obligations under this MOA, unless caused by the negligence or willful misconduct of the SGVCOG Indemnitees.
D. The SGVCOG shall indemnify, defend and hold the City Indemnitees harmless from and against any liability, claims, losses, actions, and expenses, including without limitation, defense costs, any costs or liability on account of bodily injury, death or personal injury of any person or for damage to or loss of use of property, any legal fees and any claims for damages of any nature whatsoever arising out of or resulting from the SGVCOG’s obligations under of this MOA, unless caused by the negligence or willful misconduct of the City Indemnitees.
XI. OTHER TERMS AND CONDITIONS:
A. In performing this MOA, neither the City nor SGVCOG is a contractor, agent or employee of the other. Neither the City or SGVCOG shall represent themselves as contractors, agents or employees of the other Party and shall have no powers to bind the other Party in contract or otherwise.
B. This MOA, along with the applicable funding requirements of the SGVCOG’s agreement with the County, constitute the entire understanding between the Parties, with respect to the subject matter herein. The MOA shall not be amended except in writing signed by the Parties.
C. Neither Party hereto shall be considered in default in the performance of its obligations hereunder to the extent that the performance of any such obligation is prevented or delayed by unforeseen causes including acts of God, floods, earthquakes, fires, acts of a public enemy, pandemic, and government acts beyond the control and without fault or negligence of the affected Party. Each Party hereto shall give notice promptly to the other of the nature and extent of any such circumstances claimed to delay, hinder, or prevent performance of any obligations under this MOA.
D. Neither Party shall assign this MOA, or any part thereof, without the prior written consent and prior approval of the other Party, nor any assignment without consent shall be void and unenforceable.
E. This Agreement shall be governed by California law and any applicable federal law.
F. If any provision of this MOA is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions shall nevertheless continue in full force without being impaired or invalidated in any way.
G. The terms of this MOA shall inure to the benefit of, and shall be binding upon, each of the Parties and their respective approved successors and assigns.
ATTACHMENT 4
1801279.1
City acknowledges that SGVCOG is receiving funding from the Funding Agreement, which is attached hereto as Exhibit “D” and incorporated by this reference, and that City must abide by subsections X(k), X(n), and X(o) set forth therein. In addition, City shall comply with the following:
a. Compliance with the County Policy of Equity. SGVCOG acknowledges that the County takes its commitment to preserving the dignity and professionalism of the workplace very seriously, as set forth in the County Policy of Equity (CPOE) (https://ceop.lacounty.gov/). SGVCOG further acknowledges that the County strives to provide a workplace free from discrimination, harassment, retaliation and inappropriate conduct based on a protected characteristic, and which may violate the CPOE. SGVCOG, its employees, and Consultant shall acknowledge and certify receipt and understanding of the CPOE. Failure of the SGVOCG, its employees, or Consultant to uphold the County’s expectations of a workplace free from harassment and discrimination, including inappropriate conduct based on a protected characteristic, may subject the contractor to termination of contractual agreements as well as civil liability.
b. Acknowledgment of County’s Commitment to The Safely Surrendered Baby Law. Consultant shall notify and provide to its employees, a fact sheet regarding the Safely Surrendered Baby Law, its implementation in Los Angeles County, and where and how to safely surrender a baby. The fact sheet is available on the Internet at www.babysafela.org for printing purposes.”
[Signature page to follow]
ATTACHMENT 4
1801279.1
In witness whereof, the Parties enter into this MOA on the date of last execution by the Parties (the “Effective Date”).
FOR THE CITY OF SAN DIMAS
By: ___________________________
Chris Constantin
City Manager
Date: __________________________
APPROVED AS TO FORM (For City Only):
_______________________________
XX
City Attorney
FOR THE SAN GABRIEL VALLEY
COUNCIL OF GOVERNMENTS
By: ____________________________
Marisa Creter
Executive Director
Date: __________________________
APPROVED AS TO FORM:
_______________________________
David DeBerry
General Counsel
ATTACHMENT 4
EXHIBIT A – Scope of Services
The City will administer the Housing Solutions Fund (HSF), including the following tasks:
Intake and Assessment of Clients Program Administrator/Implementor will manage intake and assessment of clients. Client search in HMIS will
assist in determining resources previously/currently
provided to client. Clients will be evaluated for funding needs using problem solving conversation to obtain
information regarding housing history, support networks, past/current/future income, and long term housing
solutions.
Case Management Program information will be communicated to client via program brochure. Individuals interested in services will complete application. If eligible for services, Program Implementor will conduct needs assessments form to
identify most efficient and effective way to support client.
PI will conduct ongoing case management in the office or out in the field in order to maintain client confidentiality and privacy.
Requesting Client Funds Assessment of client funds will be made using problem solving conversations, reviewing community resources
available to client, providing community referrals to
appropriate services, and assisting with linkage.
Administrator/Implementor will present client's case
during bi-weekly Housing Division meetings in order to
confer and determine whether funds will be dispersed.
Information will be communicated to client during initial assessment and throughout problem solving
conversations. Data will be tracked utilizing problem
solving tracking tool.
Disbursing Client Funds Administrator will disperse funds after approval from City of San Dimas Housing Division and pre-approval from
SGVCOG. Funds will be dispersed no later than 10 days
after approval.
Submitting Invoices & Reports Administrator will submit monthly invoices and quarterly reports. Data will be compiled and reported to SGVCOG
utilizing Client Report Forms and Monthly Invoices.
The Program Administrator will be responsible for program oversight and ensuring that funds are expended consistently with the Housing Solutions Fund funding guidelines, as well as completing and submitting monthly invoices and quarterly reports to the SGVCOG for review and approval. The Program Administrator is defined in the Memorandum of Agreement (MOA).
The Designated Implementer(s) will be responsible for working with clients, providing case management and making funding recommendations through the Housing Solutions Fund. The Designed Implementer is defined in the Memorandum of Agreement (MOA).
ATTACHMENT 4
The Housing Solutions Fund will be operated with a racial equity lens, and per HSF Guidelines, the City will collect and report on program participants demographic data. Collecting such data will help the City to better understand and address disparities and/or gaps in services among demographics in the community and make necessary changes to services to reflect an inclusive approach to accessing services.
All program participants will work with the Designated Implementor to develop a Housing Stability Plan (“Plan”) that will include problem solving interventions to determine the necessary resources and identify the appropriate housing options that are financially feasible for the program participant.
Task 1 – Client Services
Funding will be available to provide direct services to clients in categories as defined in Exhibit C.
Deliverables
Housing Solutions Fund Expenditure Request
● Must be completed by the Designated Implementer in order to receive pre-approval for any expenditure greater than $50 to assist program participants either experiencing or at-risk of homelessness
Quarterly report that includes the following, in a format provided by the SGVCOG:
● A narrative on the successes and challenges of the HSF ● Funding provided to clients, including average amount utilized per client ● Demographics of the clients served – including unique clients served versus continuing clients served, an overview of the specific services provided, outcomes towards meeting the key performance metrics as listed above, or, if the metrics are not being met, the challenges in meeting the metrics, and outcomes after intervention, in the format provided by the SGVCOG
● Eligible expenses provided
Client report for each client, in a format provided by the SGVCOG:
● Overview of Housing Services Plan
● Demographic data of the clients
● Service(s) and funding resources provided
● Client follow up
Final report that includes the following, in a report provided by the SGVCOG:
● A narrative on the successes and challenges of the HSF, demographics on the clients served, outcomes after intervention, and overall performance metrics, in the format provided by the SGVCOG
ATTACHMENT 4
The City must provide receipts, invoices, or other appropriate back-up documenting eligible expenses as back-up to the submitted invoice.
ATTACHMENT 4
EXHIBIT B
Table 1. Budget
The City shall receive a maximum of $10,000 for implementation of the HSF. Funding shall be disbursed on a reimbursement basis and in accordance with Table 1. Invoices must be submitted monthly.
Task Not to Exceed (NTE) Amount
Task 1 – Client Services $10,000
Total $10,000
Reports must be submitted quarterly by the following dates:
● 45 days after MOA execution
● April 10, 2024
The final report is due by July 10, 2024.
ATTACHMENT 4
EXHIBIT C
Table 1. Eligible Expenditures and Expenditure Limits
The following table lists the eligible expenditures and expenditure limits per program along with ineligible program expenditures.
Program 1: Housing/Rehousing
Expenditure Limits
Documentation (e.g. drivers
license, social security card,
birth certificate)
Subject to pre-approval requirements
Transportation Subject to pre-approval requirements
Security Deposit • Up to 2 months rent, based on Small Area Fair Market Rent (FMR) (by Zip Code)
• Client must have housing voucher or documented ability to pay rent
First Month’s Rent • Up to HUD’s Small Area Fair Market Rent (FMR) (by Zip Code)
• Client must have housing voucher or have documented
ability to pay rent (e.g. pay stubs)
Furniture Up to $1000 for individuals/$1800 for families, subject to preapproval requirements Motel/Hotel Vouchers • No more than 3 nights
• Up to $129 per night. Should a night stay be rated higher than the allowable threshold (e.g. holiday weekend), the
SGVCOG will evaluate the request for funds on a case-bycase basis and determine its approval. • Must provide written documentation that it was the best rate available
• Motel/hotel voucher must serve as temporary housing
option before moving into a secured permanent housing
option (e.g. family reunification; interim housing setting; permanent housing)
Misc. Expenditures Any expenditures that support a client’s move into permanent housing, subject to pre-approval requirements Program 2: Prevention
ATTACHMENT 4
Documentation (e.g. drivers
license, social security card,
birth certificate)
Subject to pre-approval requirements
Transportation • Subject to pre-approval requirements
• Should ensure that client is signed-up for all relevant assistance programs
Security Deposit • Up to 2 months rent, based on Small Area Fair Market Rent (FMR) (by Zip Code)
• Client must have housing voucher or documented ability to pay rent
Rental Assistance • Up to HUD’s Small Area Fair Market Rent (FMR) (by Zip Code)
• Client must have housing voucher or have documented
ability to pay rent
Rental Arrears • Must be necessary to prevent loss of housing • Maximum of 1 month rental arrears, up to HUD’s Small
Area Fair Market Rent (FMR) (by Zip Code)
Host Household Assistance • Must be for costs associated with the client staying at the home (e.g. food) and service provider
• Maximum assistance for 30 day stay: $200 for individual; $450 for family with children
• Maximum assistance for 60-day stay: $400 for individual; $900 for family with children
Other Expenditures Any expenditures that ensure that a client will not lose housing, subject to pre-approval requirements. The Implementer must demonstrate the direct linkage as to how the expenditure would prevent homelessness.
Ineligible Expenditures
• Food;
• Alcohol;
• Staff Time;
• Utilities (Utility companies have existing programs designed to help residents avoid utility shut-off. Implementer should instead direct the client to those programs); • Expenditures that have not been pre approved through the designated process; • Expenditures that exceed the limits listed above; or
• Reimbursements for city programs (e.g. recreation classes; transportation programs) ATTACHMENT 4
iii. In the event Local Jurisdiction’s failure to perform arises out of a force majeure event, Local Jurisdiction agrees to use commercially reasonable best efforts to obtain goods or services from other sources, if applicable, and to otherwise mitigate the damages and reduce the delay caused by such force majeure event.
h. Nondiscrimination
The Local Jurisdiction shall not discriminate against any person on the basis of race, color, sex, sexual orientation, age, religious belief, national origin, marital status, physical or mental handicap, medical condition, or place of residence in providing any Services under this Agreement.
i. County Lobbyist
The Local Jurisdiction and each County lobbyist or County lobbying firm as defined in Los Angeles County Code Section 2.160.010, retained by Local Jurisdiction, shall fully comply with the County Lobbyist Ordinance, Los Angeles County Code Chapter 2.160. Failure on the part of the Local Jurisdiction or any County lobbyist or County lobbying firm retained by the Local Jurisdiction to fully comply with the County Lobbyist Ordinance shall constitute a material breach of this Agreement upon which County may immediately terminate or suspend this Agreement. j. Use of Recycled Paper
Consistent with the Board of Supervisors’ policy to reduce the amount of solid waste deposited at County landfills, the Local Jurisdiction agrees to use recycledcontent paper to the maximum extent possible on the Services. k. Notice to Employees Regarding the Federal Earned Income Credit The Local Jurisdiction shall notify its employees, and shall require each subcontractor to notify its employees, that they may be eligible for the Federal Earned Income Credit under the Federal income tax laws. Such notice shall be provided in accordance with the requirements set forth in Internal Revenue Service Notice 1015.
l. Consideration of Gain/Grow Program Participants for Employment Should the Local Jurisdiction require additional or replacement personnel after the effective date of this Agreement, the Local Jurisdiction shall give consideration for any such employment openings to participants in the County’s Department of Public Social Services Greater Avenues for Independence (GAIN) Program or General Relief Opportunity for Work (GROW) Program who meet the Local Jurisdiction’s minimum qualifications for the open position. For this purpose, consideration shall mean that the Local Jurisdiction will interview qualified candidates. The County will refer GAIN/GROW participants by job category to the 10 EXHIBIT D
ATTACHMENT 4
Local Jurisdiction. The Local Jurisdiction shall report all job openings with job requirements to [email protected] to obtain a list of qualified GAIN/GROW job candidates.
m. The Local Jurisdiction’s Charitable Activities Compliance The Supervision of Trustees and Fundraisers for Charitable Purposes Act regulates entities receiving or raising charitable contributions. The Nonprofit Integrity Act of 2004 (SB 1262, Chapter 919) increased the Charitable Purposes Act requirements. The County seeks to ensure that all County contractors that receive or raise charitable contributions comply with California law in order to protect the County and its taxpayers. A contractor that receives or raises charitable contributions without complying with its obligations under California law commits a material breach, subjecting it to either termination of this Agreement or debarment proceedings or both.
n. Compliance with the County Policy of Equity
The Local Jurisdiction acknowledges that the County takes its commitment to preserving the dignity and professionalism of the workplace very seriously, as set forth in the County Policy of Equity (CPOE) (https://ceop.lacounty.gov/). The Local Jurisdiction further acknowledges that the County strives to provide a workplace free from discrimination, harassment, retaliation and inappropriate conduct based on a protected characteristic, and which may violate the CPOE. The Local Jurisdiction, its employees and subcontractors acknowledge and certify receipt and understanding of the CPOE. Failure of the Local Jurisdiction, its employees or its subcontractors to uphold the County’s expectations of a workplace free from harassment and discrimination, including inappropriate conduct based on a protected characteristic, may subject the contractor to termination of contractual agreements as well as civil liability.
o. Local Jurisdiction’s Acknowledgment of County’s Commitment To The Safely Surrendered Baby Law
The Local Jurisdiction shall notify and provide to its employees, and shall require each subcontractor to notify and provide to its employees, a fact sheet regarding the Safely Surrendered Baby Law, its implementation in Los Angeles County, and where and how to safely surrender a baby.
The fact sheet is available on the Internet at www.babysafela.org for printing purposes.
p. Compliance with the County’s Jury Service Program
This Agreement is subject to the provisions of the County’s ordinance entitled Contractor Employee Jury Service (“Jury Service Program”) as codified in Sections
2.203.010 through 2.203.090 of the Los Angeles County Code. Local Jurisdiction’s violation of this paragraph of the Agreement may constitute a material breach of DocuSign Envelope ID: C7EFFF05-2CDD-4D46-86A5-8ECAA3E724A7 11 ATTACHMENT 4
Agenda Item Staff Report
To: Honorable Mayor and Members of City Council
For the Meeting of January 23, 2024
From: Chris Constantin, City Manager
Prepared by: Marco Espinoza, Senior Planner
Subject: Adopt Ordinance 1303 Approving Municipal Code Text Amendment 23-0006 to Regulate the Use of Transit Facilities, and Determination of Exemption from CEQA under CEQA Guidelines 15061(b)(3).
____________________________________________________________________________
SUMMARY
The City of San Dimas has existing Code provisions that protect the public health, safety and general welfare, and more importantly, to provide safe access to public facilities, including, but not limited to streets, sidewalks, and publicly owned properties. Transit facilities should have the same protection and access as any other public facility in the City. Ordinance 1303 creates regulations to ensure these facilities are readily accessible to the public and available for their intended use.
At the City Council meeting of January 9, 2023, the City Council introduced Ordinance 1303 approving Municipal Code Text Amendment 23-0006.
RECOMMENDATION
Staff recommends that the City Council:
• Conduct the second reading, and
• Adopt Ordinance 1303 adopting Municipal Code Text Amendment 23-0006.
ORDINANCE 1303: AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS, COUNTY OF LOS ANGELES, CALIFORNIA, ADDING CHAPTER 12.18 OF THE SAN DIMAS MUNICIPAL CODE REGULATING THE USE OF TRANSIT FACILITIES.
FISCAL IMPACT
Implementation of the new Ordinance will require enforcement and may include collection of personal property, which will include, but not limited to, noticing, inventorying, storing, pickup and disposal of said personal property, in compliance with the law. Departments that will be directly
Second Reading of Municipal Code Text Amendment 23-0006 Page 2 For the Meeting of January 23, 2024
affected by fiscal impacts include Public Works and Community Development/Code Enforcement.
The Sheriff’s Department will also play a role in enforcement which will more likely result in added costs absorbed by the City.
BACKGROUND
Public transportation is a public benefit that reduces air pollution, reduces road congestion, and allows San Dimas residents and the general public to move around the region. With the expansion of public transportation options such as the A-Line (formerly Gold Line) and Foothill Transit’s services, it’s important to ensure that access to transit facilities is provided to all members of the public during the transit provider’s hours of operation. It’s also equally important that transit facilities are maintained in a clean, sanitary and safe condition to protect the community’s health, safety and general welfare. Obstructions such as camping, storing personal property or taking up more space on a bench than that required by one seated person create hazards to the public health and safety. This Ordinance would address these concerns and would also ensure that transit facilities are kept in a clean, orderly, welcoming, and comfortable condition by providing access to the City and/or responsible entity for maintenance purposes.
Therefore, at the January 9, 2024, meeting of the City Council, the Council voted 5-0 to introduce Ordinance 1303 to approve MCTA 23-0006. Should the Council adopt Ordinance 1303, the Ordinance will be effective February 22, 2024, 30 days from the second reading.
ALTERNATIVES
Not applicable.
ENVIRONMENTAL REVIEW
Pursuant to CEQA guidelines Section 15061 (b)(3), CEQA does not apply to this item because it can be seen with certainty there is no possibility the proposed ordinance may causing a significant effect on the environment. Therefore, no additional environmental review is needed at this time.
Respectfully submitted,
Marco Espinoza
Senior Planner
Attachment:
1. Ordinance 1303
ATTACHMENT 1
ORDINANCE 1303
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS, COUNTY OF LOS ANGELES, CALIFORNIA, ADDING CHAPTER 12.18 OF
THE SAN DIMAS MUNICIPAL CODE REGULATING THE USE OF TRANSIT FACILITIES.
RECITALS
WHEREAS, pursuant to the police power granted in Article XI, Section 7 of the California Constitution, the City may enact and enforce ordinances that protect the health, safety, and welfare of the community; and
WHEREAS, transit facilities should be readily accessible to the public and available for use by intended users during operation of the transit service; and WHEREAS, use of transit facilities for purposes of camping such as erecting a tent, or other temporary shelter, lodging, sleeping, and storage of personal property and bulky items, interferes with the rights of others to use transit facilities for the purposes for which they were intended, and creates a hazard to the public health and safety through the creation of unsanitary and unsafe conditions; and
WHEREAS, the City recognizes that when transit facilities remain accessible to the traveling public for protection from the elements while awaiting transportation, and appear clean, orderly, welcoming, and comfortable, the public peace, health, and safety tend to be preserved; and
WHEREAS, the City seeks to adopt measures to regulate the use of transit facilities to preserve the public peace, health and safety of all.
NOW, THEREFORE, the CITY COUNCIL of the CITY OF SAN DIMAS, California, does ordain as follows:
SECTION 1. NEW CHAPTER. A new chapter is hereby added to the San Dimas Municipal Code to read as follows:
Chapter 12.18 Regulating the Use of Transit Facilities
12.18.010 Purpose and intent.
Transit facilities within the City should be readily accessible and available to residents and the public for their intended purposes. This chapter aims to maintain transit facilities within the City in a clean, sanitary, safe, attractive, and accessible condition and to protect the community's health, safety, environment, and general welfare. In addition, the use of transit facilities for camping, sleeping, and storing of personal property and bulky items interferes with the rights of others to use and enjoy those areas as they are intended.
12.18.020 Definitions.
For the purposes of this chapter, the following terms are defined as follows:
Ordinance 1303 Page 2
Regulating The Use Of Transit Facilities
1. "Bulky item" means any item that is too large, or a group of items that cumulatively are too large, to fit into one sixty-gallon trash container with the lid closed, including, but not limited to, a mattress, couch, chair, or other furniture or appliance.
2. “Camp” and "camping" have the same meaning given in Section 8.40.020 of this code.
3. “Camp facilities” has the same meaning given in Section 8.40.020 of this code.
4. “Enforcement officer” means a law enforcement officer, a city code enforcement officer, or any other person authorized by the city to enforce this code.
5. "Personal property" has the same meaning given in Section 8.40.020 of this code.
6. "Store" has the same meaning given in Section 8.40.020 of this code.
7. "Transit facility” means a highway other than a state highway, a railroad, a public mass transit facility, a taxi stand, a bus stop, a bus shelter, a bus station, a bus bench, spaces that are required for boarding and alighting activity for transit passengers, infrastructure needed for bus vehicles to service the waiting areas, a place providing access to or egress from transit services, including, but not limited to, interchanges on a highway used by one or more transit providers, train stations, shuttle terminals or stops, and reserved travel lanes for exclusive transit operation.
8. “Transit vehicle” means a train, bus, car, van, shuttle, or other form of transportation used to carry people.
12.18.030 Transit facility hours.
Transit facilities on city property, in the City right-of-way, or owned by the City are closed to the public except between the following hours: 30 minutes before the first transit vehicle of the day is scheduled to arrive at the transit facility until 30 minutes after the last transit vehicle of the day is scheduled to arrive at the transit facility. It is unlawful to occupy any such transit facility during hours when the transit facility is closed.
12.18.040 Prohibition of obstructing, camping at, and storing personal property at, on, or in transit facilities.
The following actions are prohibited at, on, or in any transit facility, unless the transit facility is owned by a public agency other than the City and the public agency authorized the activity:
A. Camping;
B. Storing personal property;
C. Interfering with or obstructing another person’s ability to use the transit facility or
Ordinance 1303 Page 3
Regulating The Use Of Transit Facilities
a transit vehicle for its intended use, including but not limited to any of the following:
1. Lying down on, or otherwise taking up more space than that required by one seated person on, any bench or in any seating area, including but not limited to placing or storing a bulky item in a transit facility;
2. Taking any action that impedes passage required by the Americans with Disabilities Act of 1990, as amended from time to time;
3. Interfering with, or obstructing with one’s person or any item, any person’s ability to enter or exit a transit facility or transit vehicle, or to access any portion of or amenity at or on a transit facility or transit vehicle;
4. Creating an environment that a reasonable transit rider would consider intimidating, threatening, or unsafe;
5. Placing trash or waste anywhere other than a designated trash receptacle; or D. Attaching any item to a transit facility.
12.18.050 Removal of property; detachment of attached items.
A. Personal property that is unlawfully stored in a transit facility or is creating an obstruction in a transit facility shall be immediately removed by its owner from the transit facility upon the request of an enforcement officer.
B. Any unattended item of personal property that is unlawfully stored in a transit facility or that is creating an obstruction in a transit facility may be immediately removed from the transit facility by an enforcement officer and placed outside of the transit facility.
C. Personal property placed or stored in a transit facility in violation of this chapter is also subject to removal in accordance with the procedures in Section 8.40.070 of this code.
D. Anything unlawfully attached to a transit facility may be immediately detached from the transit facility by an enforcement officer.
SECTION 2. CEQA DETERMINATION. The City Council hereby finds and determines that it can be seen with certainty that there is no possibility that this ordinance may have a significant adverse effect on the environment. Thus, the adoption of this ordinance is exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) of the CEQA Guidelines.
SECTION 3. SEVERABILITY. If any section, subsection, subdivision, sentence, clause, phrase, or portion of this Ordinance is, for any reason, held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have adopted this Ordinance and each section, subsection, subdivision, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more section, subsection, subdivision, sentence, clause, phrase, or portion thereof be declared invalid or unconstitutional.
Ordinance 1303 Page 4
Regulating The Use Of Transit Facilities
SECTION 4. EFFECTIVE DATE AND PUBLICATION. This Ordinance shall take effect 30 days after its final passage. The City Clerk shall certify the adoption of this Ordinance and cause the same to be posted and/or published as required by law.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council of the City of San Dimas this 23rd day of January, 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
__________________________________
Emmett G. Badar, Mayor
ATTEST: APPROVED AS TO FORM:
__________________________ ___________________________
Debra Black, City Clerk Jeff Malawy, City Attorney
I, DEBRA BLACK, CITY CLERK of the City of San Dimas, do hereby certify that Ordinance 1303 was introduced at a regular meeting of the City Council of the City of San Dimas on the 9th day of January, 2024, and thereafter passed, approved and adopted at a regular meeting of said City Council held on the 23rd day of January, 2024. ___________________________
Debra Black, City Clerk
Agenda Item Staff Report
To: Honorable Mayor and Members of City Council
For the Meeting of January 23, 2024
From: Chris Constantin, City Manager
Prepared by: Marco Espinoza, Senior Planner
Subject: Adopt Ordinance 1302 Approving Municipal Code Text Amendment 23-0002 to Regulate Camping and Storage on Private and Public Property, and Determination of Exemption from CEQA under CEQA Guidelines 15061(b)(3). ____________________________________________________________________________
SUMMARY
The proposed Ordinance aims to establish provisions to regulate unlawful camping and unlawful storage of personal property on private and public property, which can lead to serious health, safety, and accessibility concerns. The San Dimas Municipal Code has existing provisions that regulate overnight camping in parks but not anywhere else in the City.
Ordinance 1302 would add a new chapter to the Municipal Code that will expand the City’s authority to mitigate impacts associated with unlawful camping and storage of personal property citywide.
At the City Council meeting of January 9, 2024, the City Council introduced Ordinance 1302 approving Municipal Code Text Amendment 23-0002.
RECOMMENDATION
Staff recommends that the City Council:
• Conduct the second reading, and
• Adopt Ordinance 1302, adopting Municipal Code Text Amendment 23-0002.
ORDINANCE 1302: AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS, COUNTY OF LOS ANGELES, CALIFORNIA, ADDING CHAPTER 8.40 OF THE SAN DIMAS
MUNICIPAL CODE REGULATING CAMPING AND STORAGE OF PERSONAL PROPERTY ON PRIVATE AND PUBLIC PROPERTY.
FISCAL IMPACT
Second Reading of Municipal Code Text Amendment 23-0002 Page 2 For the Meeting of January 23, 2024
While there will be costs associated with the implementation of the Ordinance, these costs are already being incurred by the City as the City already collects and stores personal property. The Ordinance will create regulations for camping and storage of personal property, which will assist both the individual engaging in camping activities, and City staff. With these regulations in place, the goal is that it will lead to fewer situations in which the City needs to collect and store personal property. Additionally, the City maintains and incurs costs associated with the Los Angeles Centers for Alcohol and Drug Abuse (LACADA) which provides an array of services with dedicated beds to the City of San Dimas.
BACKGROUND
The proposed ordinance, reviewed and introduced by the Council by a 5-0 vote on January 9, 2024, would create standards with the goals of mitigating impacts that result from camping and storage of personal property on private or public property. Camping can create an unsanitary and unhealthy environment for the individuals engaged in camping, as well as for the general public.
In addition, camping on private or public property can impede access to businesses and public facilities. The proposed Ordinance will allow the City to implement camping restrictions related to unlawful camping and unlawful storage of personal property on private and public property, which can lead to serious health, safety, and accessibility concerns. In addition, the Ordinance will be in compliance with recent court decisions in that it will include provisions for individuals without available shelter. Should the Council adopt Ordinance 1302, the Ordinance will be effective February 22, 2024, 30 days from the second reading.
During the ordinance introduction on January 9, 2024, the City Council made a slight amendment to Section 8.40.050 B to reduce restrictions on camping in a recreational vehicle on private property to all camping when done so on private property, with owner’s permission, and when doing so in compliance with any laws and regulations governing the activity.
ALTERNATIVES
Not applicable.
ENVIRONMENTAL REVIEW
Pursuant to CEQA guidelines Section 15061 (b)(3), CEQA does not apply to this item because it can be seen with certainty there is no possibility the proposed ordinance may cause a significant effect on the environment. Therefore, no additional environmental review is needed at this time.
Respectfully submitted,
Marco Espinoza
Senior Planner
Attachment:
1. Ordinance 1302
ATTACHMENT 1
ORDINANCE 1302
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS, COUNTY OF LOS ANGELES, CALIFORNIA, ADDING CHAPTER 8.40 OF THE
SAN DIMAS MUNICIPAL CODE REGULATING CAMPING AND STORAGE
OF PERSONAL PROPERTY ON PRIVATE AND PUBLIC PROPERTY
RECITALS
WHEREAS, pursuant to the police power granted in Article XI, Section 7 of the California Constitution, the City may enact and enforce ordinances that protect the health, safety, and welfare of the community; and
WHEREAS, there is a need to protect the public health, safety and welfare against adverse impacts caused by unlawful camping and storage of personal property on private and public property. These activities can lead to serious health, safety, and accessibility concerns, contribute to conditions of blight, and deteriorate private and public property and City facilities; and WHEREAS, the City recognizes the need to have standards applicable to all using public and private space and for such standards to apply in a manner which balances access with the desire for a clean, orderly, welcoming, and comfortable community where the public peace, health, and safety tend to be preserved; and
WHEREAS, the City considers the needs and abilities of residents in programs, services, and regulations to ensure fair and balanced application and such application does not interfere with the rights of others to use public and private facilities for the purposes for which they were intended, and creates a hazard to the public health and safety through the creation of unsanitary and unsafe conditions; and
WHEREAS, the application of this Ordinance considers the needs for those without means or alternatives and accounts for the programs and services the City and its partners offer to facilitate an overall healthy and safe environment for all; and
WHEREAS, the City seeks to adopt measures to regulate camping and storage of personal property on private and public property to preserve the public peace, health and safety of all.
NOW, THEREFORE, the CITY COUNCIL of the CITY OF SAN DIMAS, California, does ordain as follows:
SECTION 1. NEW CHAPTER. A new chapter is hereby added to the San Dimas Municipal Code to read as follows:
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Chapter 8.40
CAMPING AND STORAGE OF PERSONAL PROPERTY ON PRIVATE AND PUBLIC
PROPERTY
Sections:
8.40.010 Purpose.
8.40.020 Definitions.
8.40.030 Locations where camping is prohibited.
8.40.040 Applicability to persons without available shelter.
8.40.050 Prohibition citywide against living in motor vehicles.
8.40.060 Prohibition against obstructing public property or doorways.
8.40.070 Unlawful storage of personal property.
8.40.080 Removal of camp facilities and paraphernalia.
8.40.090 Offer of housing, shelter and services.
8.40.100 Exceptions.
8.40.010 Purpose.
The purpose of this chapter is to protect the public health, safety and welfare against adverse impacts caused by unlawful camping, unlawful storage of personal property, unlawful fires, littering, and loitering on private and public property. These activities can lead to serious health, safety, and accessibility concerns, contribute to conditions of blight, and deteriorate private and public property and City facilities. This chapter is meant to create standards to ensure that private property, public streets and public areas within the City are used for their intended purposes and are readily accessible and available to City residents and the general public.
8.40.020 Definitions.
The following definitions shall apply in this chapter:
A. “Available shelter” means an indoor sleeping space or a space at a permitted camping location where the person in question (i) would be lawfully permitted to sleep overnight, (ii) has the means to relocate to the shelter, and (iii) would not face any barriers to entering the shelter, including, but not limited to, required fees that the person cannot pay or required participation in religious programming to which the person objects.
B. “Camp” or “camping” means residing in or using any property for living accommodation purposes, such as sleeping or making preparations to sleep (including laying down bedding for the purpose of sleeping), setting up or occupying camp facilities, storing personal property, making any fire, regularly cooking meals, or setting up or using any camp paraphernalia. These activities constitute camping when it reasonably appears, in light of all the circumstances, that a person is using the property as a living accommodation with the intent to camp.
C. “Camp facilities” include, but are not limited to, tents, huts, or similar temporary shelters consisting of any material with a top or roof or any other upper covering or that is otherwise enclosed by sides that are of sufficient size for a person to fit underneath or inside while sitting or lying down, including the use of a tarp or other material tied or affixed to a structure or bush to create an enclosed area.
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D. “Camp paraphernalia” means but is not limited to tarps, cots, beds, sleeping bags, other bedding, hammocks, or non-city-designated cooking facilities or heating equipment and similar equipment.
E. “County” means Los Angeles County.
F. “Enforcement officer” means a law enforcement officer, a city code enforcement officer, or any other person authorized by the city to enforce this code.
G. “Flood zones” means flood areas as determined by the current Flood Insurance Rate Map (FIRM) published by the Federal Emergency Management Agency (FEMA).
H. “Personal property” means any tangible property and includes, but is not limited to, goods, materials, merchandise, tents, tarps, bedding, blankets, sleeping bags, and personal items such as household items, luggage, backpacks, clothing, food, documents, and medication.
I. “Prohibited public place” means any of following locations:
1. Any portion of Bonita Avenue or Arrow Highway, and any public property located within 1,000 feet of Bonita Avenue or Arrow Highway;
2. All City-owned or leased buildings and facilities, or those owned or leased by the San Dimas Housing Authority, as well as the entire parcel or parcels on which they are located, including but not limited to:
(a) San Dimas Civic Center;
(b) San Dimas City Hall;
(c) San Dimas Stanley Plummer Community Building;
(d) San Dimas Senior Citizen/Community Center;
(e) San Dimas Recreation Center;
(f) San Dimas City Yard;
(g) Martin House;
(h) Walker House; and
(i) Charter Oak Estates Mobile Home Park;
3. City parks and all structures located therein;
4. All County-owned property within the City, including but not limited to the Los Angeles County Public Library and County parks, unless camping is authorized on the property by the County;
5. All property owned by the Los Angeles County Metropolitan Transportation Authority or the Metro Gold Line Foothill Extension Construction Authority, unless camping is authorized on the property by the property owner.
6. On, under, or within 500 feet of bridges and highway underpasses, with the exception of property that is part of a state highway;
7. Very high fire severity zones; and
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8. Flood zones.
J. “Public property” means any City-owned property, County-owned property, all public rightof-way, property owned by the Los Angeles County Metropolitan Transportation Authority or the Metro Gold Line Foothill Extension Construction Authority, and any other publicly owned, operated, or maintained property in the City, with the exception of state highways.
K. “Sidewalk” means that portion of a street between the curb line and the adjacent property line, whether hard-surfaced or not, or an easement or right-of-way held by the City across the front of private property, and intended for use of pedestrians.
L. “Street” means and includes all streets, highways, avenues, boulevards, alleys, courts, places, squares or other public ways in the City which have been or may hereafter be dedicated and open to public use, or such other public property so designated in any law of the State.
M. “Store” means, in light of all of the circumstances, to put aside or accumulate for use when needed, to put for safekeeping, or to place or leave in a location. “Store” does not include keeping one’s personal property next to one’s person while lawfully camping, or while lawfully sitting or standing in a public place.
N. “Very high fire severity zone” means a very high fire hazard severity zone, as determined by the Department of Forestry and Fire Protection pursuant to Government Code Section 51178, or a very high fire hazard severity zone as indicated on maps adopted by the Department of Forestry and Fire Protection pursuant to Public Resources Code Section 4202.
8.40.030 Locations where camping is prohibited.
A. It is unlawful to camp on any public property in the City, with the exception of
1. City-designated campsites, or
2. with respect to County-owned property, any property on which the County allows camping, or
3. with respect to property owned by the Los Angeles County Metropolitan Transportation Authority or the Metro Gold Line Foothill Extension Construction Authority, any property on which the property owner allows camping.
B. It is unlawful to camp on any private property with the following exceptions:
1. Camping within campgrounds licensed for camping activities.
2. Temporary backyard camping on residential properties with the property owner’s permission and where such use does not violate any provision of this code or state law, does not create or permit a public nuisance, and where such use is not within view of the public right-of-way.
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3. Camping at the Girl Scouts of Greater Los Angeles Center, located at 146 W. Arrow Highway, with the property owner’s permission.
8.40.040 Applicability to persons without available shelter.
A. Section 8.40.030(A) does not apply to a person that has no available shelter. In determining whether a person has available shelter, the enforcement officer shall consider the following:
1. The distance between the potential shelter and the location of the person;
2. The opening, closing, and check-in times at the shelter, if any;
3. Limitations on the amount of consecutive nights a person can stay at the shelter, or other similar requirements; and
4. Any other circumstance of the person, or any policy or requirement of the shelter, known by the enforcement officer, that would make the shelter practically unavailable to the person, even if the shelter would be practically available to someone else.
B. Notwithstanding subsection (A), a person with no available shelter is subject to the following restrictions on camping:
1. A person with no available shelter shall not camp in or on a prohibited public place, or in a transit facility, as prohibited by Section 12.18.040 of this code.
2. A person with no available shelter shall not erect, configure, or construct any camp facilities between 7:00 a.m. and sunset (except during rainfall).
3. A person with no available shelter must take down, fold, and completely remove or put away all camp facilities between 7:00 a.m. and sunset (except during rainfall).
4. A person with no available shelter shall not camp in or otherwise occupy any public property that is closed to the public at any time.
8.40.050 Prohibition citywide against living in motor vehicles.
A. It shall be unlawful for any person to sleep overnight in, bathe in, cook in, or otherwise use as a place of residence or habitation any parked trailer, camper shell, motor home, or any other vehicle as defined by Vehicle Code Section 670 anywhere in the city.
B. This section does not apply to vehicles that are lawfully parked in an authorized trailer court, a campsite within the City, nor on private property when owner’s permission is provided and when done so in accordance to law and regulation.
C. Subsection A does not apply to a person that has no available shelter. In determining whether a person has available shelter, the enforcing employee shall consider the factors listed in Section 8.40.040(A).
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D. Notwithstanding subsection C, a person with no available shelter shall not sleep overnight in, bathe in, cook in, or otherwise use as a place of residence or habitation any parked trailer, camper shell, motor home, or any other vehicle as defined by Vehicle Code Section 670 in any prohibited public place.
8.40.060 Prohibition against obstructing public property or doorways.
A. No person in the City shall obstruct the public right-of-way, including but not limited to streets and sidewalks, or pedestrian and/or vehicle access by sitting, lying, sleeping, storing, using, maintaining, or placing personal property:
1. In a manner that impedes passage required by the Americans with Disabilities Act of 1990, as amended from time to time;
2. Within fifteen (15) feet of any operational or utilizable driveway, or loading dock;
3. Within fifteen (15) feet of any operational or utilizable building entrance or exit;
4. Within fifteen (15) feet of any fire hydrant, fire plug, or other fire department connection; or
5. On or in any prohibited public place.
B. Any person creating an obstruction in violation of this Section shall move their person or property immediately in a way that removes the obstruction upon the request of an enforcement officer.
C. Any unattended item of personal property that is creating an obstruction in violation of this Section may be immediately moved by an enforcement officer to a nearby location where it will no longer create an obstruction.
8.40.070 Unlawful storage of personal property.
A. It shall be unlawful for any person to store personal property on any public property. Nothing herein shall be construed to allow storage where otherwise prohibited by this code.
B. An enforcement officer may remove personal property stored in violation of subsection (A) as follows:
1. The location of any illegally stored personal property shall be posted with a written notice including the date and the following: "It is illegal to store personal property on public property, such as parks and sidewalks. If this personal property is not removed within 24 hours of the date of this posting, it will be removed by the City."
2. An enforcement officer may remove any personal property unlawfully stored or remaining in a public place after the posting period has expired.
3. Personal property that poses an imminent threat to public health or safety, may result in pollutants entering storm drains or other illegal discharge into water, is
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contraband, or is evidence of a crime shall not be subject to the above notice requirements and may be removed immediately by an enforcement officer and stored or destroyed, in accordance with the provisions below, or other applicable laws.
C. Notice. In the event that personal property is removed by an enforcement officer, the enforcement officer shall leave a notice in a prominent place at or near the location where the property was located. The notice shall contain the address and phone number of where the property is being stored, the hours during which the property may be retrieved, and the length of time that the property will be stored before being disposed of.
D. Following removal of unlawfully stored personal property, City personnel shall do the following:
1. Maintain a log containing information about the property that will facilitate identification by the owner. Such log may include an inventory of some or all of the property, information about where the property was located, the date the property was taken by the City, and the name of any person who has previously claimed ownership of the property or whose identification was found with the property;
2. Store the property in a manner facilitating identification by City personnel, which reasonably protects such property from damage or theft; and
3. Store the property in an area designated by the City for a period of 90 days.
E. Personal property may only be retrieved during regular City business hours.
F. Personal property stored by the City, that is claimed within 90 days from removal, shall be released to the person claiming ownership at no charge, provided the person reasonably identifies the property and the approximate location where the property was left, unless there is clear evidence that the property does not belong to such person. Any person retrieving personal property from the City under this chapter shall retrieve all of their personal property at one time. Any items belonging to the person that are left in the custody of the City will be deemed abandoned and may be thrown away or otherwise disposed of.
G. Any property that is not claimed after the 90-day storage period may be disposed of without further notice.
H. Notwithstanding any other provision of this chapter, the City shall not be required to store items that are hazardous, decaying or rotting, or otherwise unsafe to store or transport.
8.40.080 Removal of camp facilities and paraphernalia.
In the event camp facilities or camp paraphernalia in violation of this chapter are found by an enforcement officer, a notice shall be provided to the occupants of the camp facility of the City’s intent to remove the camp facility or paraphernalia at least 24 hours in advance of any action. Notice shall be provided in writing and shall be served personally on the occupant(s) of the camp facility present when the enforcement officer attempts to serve notice. In addition, the enforcement officer shall post the notice in a prominent place on or near the facilities, so as to reasonably communicate the notice to persons living at the camp who are not present during the attempt to serve notice. The notice shall contain the following information:
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A. A statement that the camp facility and/or paraphernalia are in violation of this chapter.
B. An advisement that the City will remove the camp facility and/or paraphernalia 24 hours after the date and time of the notice, or any longer period of time determined by the City.
C. The date and time notice was served and posted.
D. The address and phone number of where any removed personal property will be stored and the hours of when the property can be retrieved.
E. That the camp facility and/or paraphernalia will be stored for 90 days and will be discarded thereafter if not claimed.
F. Information about any housing or shelter and unhoused services available for the occupants of the camp and contact information for obtaining the housing, shelter, or other health services.
8.40.090 Offer of housing, shelter and services.
Prior to taking any enforcement action against any person under this chapter, the enforcement officer shall offer information to such person regarding any available housing or shelter and other health and human services that the enforcement officer reasonably believes are relevant to the person’s individual circumstances. However, failure to offer such information shall not be grounds to invalidate or challenge any enforcement action.
8.40.100 Exceptions.
The provisions of this chapter shall not apply in the event of an emergency, including a Citydeclared emergency or natural disaster, such as a fire or earthquake, nor to any persons participating in City-authorized recreational activities in parks within the City, the Civic Center area, or any other public place or facility, nor to camping in public areas legally established and clearly designated for camping purposes, nor to any employee of the City or any public utility or governmental agency who is required to enter or be in said areas in the course of their employment.
SECTION 2. CEQA DETERMINATION. The City Council hereby finds and determines that it can be seen with certainty that there is no possibility that this ordinance may have a significant adverse effect on the environment. Thus, the adoption of this ordinance is exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) of the CEQA Guidelines.
SECTION 3. SEVERABILITY. If any section, subsection, subdivision, sentence, clause, phrase, or portion of this Ordinance is, for any reason, held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have adopted this Ordinance and each section, subsection, subdivision, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more section, subsection, subdivision, sentence, clause, phrase, or portion thereof be declared invalid or unconstitutional.
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SECTION 4. EFFECTIVE DATE AND PUBLICATION. This Ordinance shall take effect 30 days after its final passage. The City Clerk shall certify the adoption of this Ordinance and cause the same to be posted and/or published as required by law.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council of the City of San Dimas this 23rd day of January 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
__________________________________
Emmett G. Badar, Mayor
ATTEST: APPROVED AS TO FORM:
__________________________ ___________________________
Debra Black, City Clerk Jeff Malawy, City Attorney
I, DEBRA BLACK, CITY CLERK of the City of San Dimas, do hereby certify that Ordinance 1302 was introduced at a regular meeting of the City Council of the City of San Dimas on the 9th day of January, 2024, and thereafter passed, approved and adopted at a regular meeting of said City Council held on the 23rd day of January, 2024. ___________________________
Debra Black, City Clerk
Agenda Item Staff Report
To: Honorable Mayor and Members of City Council
For the Meeting of January 23, 2024
From: Chris Constantin, City Manager
Prepared by: Anissa Livas, Sr. Management Analyst
Subject: Approve Resolution 2024-06 Adopting the City of San Dimas Emergency Operations Plan (EOP)
____________________________________________________________________________
SUMMARY
Consideration of adoption of an updated Emergency Operations Plan
RECOMMENDATION
Staff recommends that the City Council:
• Approve Resolution 2024-06 adopting the City of San Dimas Emergency Operations Plan (EOP).
FISCAL IMPACT
There is no fiscal impact for the recommended action.
BACKGROUND
The purpose of an EOP is to summarize an agency's planned response to extraordinary situations associated with natural and man-made disasters and to describe the overall responsibilities of the agency during such events. By its nature, an EOP is a living document. It is acknowledged that processes, guidance and protocols change as will this document.
The City of San Dimas falls within the Los Angeles County Office of Emergency Planning Area D, which provides disaster management and training for 23 cities within the East San Gabriel/Pomona Valley of Los Angeles County, California.
The State recommends adopting an EOP to improve continuity of emergency preparation efforts among agencies within California. The emergency management function was absorbed by the Administrative Services Department (City Manager’s Office) in January of 2023 from Community
Resolution 2024-06 Adopting the City of San Dimas Emergency Operations Plan (EOP) Page 2 For the Meeting of January 23, 2024
Development. A complete review of the program and revision was imitated to update the plan and city preparedness.
DISCUSSION/ANALYSIS
Under the leadership provided by the Area D Board and with the assistance of Coordinator Diana Manzano-Garcia, considerable efforts to provide cohesive and consistent emergency preparedness planning and training in our region have been made. This proposed EOP has been reviewed and approved by the Public Safety Commission, City staff and the Area D Coordinator.
A template provided by Area D formed the basis for San Dimas’ EOP with some sections modified to match the Emergency Operations Center (EOC) structure in San Dimas and to reflect San Dimas’ status as a contract city. This EOP incorporates the latest directives and guidance from the Federal Emergency Management Agency (FEMA) and is consistent with the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), the State of California Emergency Plan, and the Los Angeles County Operational Area EOP.
The EOP is comprised of two parts: Part One includes general EOP assumptions, as well as the EOC purpose and scope and Part Two which includes details of EOC management and implementation including staff duties and responsibilities.
At a minimum, the EOP will be reviewed every five years. The approval of the City’s EOP and adoption by resolution will formalize he document as an integral part of the City’s emergency management programming.
If adopted by Council, the EOP will be:
• Made available to the public on the City's website,
• Submitted to the California Office of Emergency Services (CalOES), • Provided to staff for review as part of on-going training, • Discussed by the City’s Public Safety Commission, and • Provided to the City's external contract agencies that may be impacted by its implementation and/or by an EOC activation.
ALTERNATIVES
The City Council has the option to review and or adopt the Emergency Operations Plan at a later meeting date to allow for further review and consideration.
ENVIRONMENTAL REVIEW
Pursuant to CEQA guidelines Section 15061 (b)(3), CEQA does not apply to this item because there is no potential for causing a significant effect on the environment. Therefore, no additional environmental review is needed at this time.
Respectfully submitted,
Anissa Livas
Resolution 2024-06 Adopting the City of San Dimas Emergency Operations Plan (EOP) Page 3 For the Meeting of January 23, 2024
Sr. Management Analyst
Attachments:
1. Resolution 2024-06 Adopting the City of San Dimas Emergency Operations Plan
2. Emergency Operations Plan Part One
3. Emergency Operations Plan Part Two
ATTACHMENT 1
RESOLUTION 2024-06
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS,
COUNTY OF LOS ANGELES, ADOPTING THE EMERGENCY OPERATIONS PLAN WHEREAS, the City of San Dimas 2024 Emergency Operations Plan (“EOP”) has been developed in conjugation with a template provided by Los Angeles Area D Disaster Management; and
WHEREAS, the EOP summarizes the City of San Dimas’ emergency preparedness efforts and training aimed to reduce losses to life and property affected by both natural and human-caused hazards; and
WHEREAS, the City's EOP formalizes the City's employment of the Standardized Emergency Management System (SEMS) structure within our emergency response planning and thereby satisfies this obligation pursuant to the California Office of Emergency Services (CalOES), under Government Code Section 8607, making the City of San Dimas eligible for state funding of response-related personnel costs following a major emergency or disaster; and WHEREAS, On January 16, 2024, the City of San Dimas received confirmation from the Public Safety Commission of the review and support of the EOP.
NOW, THEREFORE, BE IT FURTHER RESOLVED that the City Council of San Dimas does hereby resolve that:
SECTION 1. Recitals. The City Council hereby finds and believes that the above recitals are true and correct and incorporate them herein by this reference.
SECTION 2. Adoption. The City Council of the City of San Dimas hereby adopts the 2024 Emergency Operations Plan (Exhibit A).
SECTION 2. Effective Date. This Resolution shall be effective immediately upon passage and adoption. The City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original Resolutions.
PASSED, APPROVED AND ADOPTED this 23rd day of January, 2024. ____________________________________
Emmett G. Badar, Mayor
ATTEST:
_______________________________
Debra Black, City Clerk
Resolution 2024-06 Page 2
Adoption of Emergency Operations Plan
January 23, 2024
I, Debra Black, City Clerk, hereby certify that Resolution 2024-06 was adopted by the City Council of San Dimas at its regular meeting of January 23, 2024 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
______________________________
Debra Black, City Clerk
Exhibit A
EMERGENCY
OPERATIONS PLAN
PART 1: BASE PLAN
CITY OF SAN DIMAS DATE: 2024
ATTACHMENT 2
1 PAGE IS INTENTIONALLY BLANK
2 Introductory Material
1.1 Cover Page
CITY OF SAN DIMAS
EMERGENCY OPERATIONS PLAN
PART 1: BASE PLAN
2024
3 PAGE IS INTENTIONALLY BLANK
4 EMERGENCY OPERATIONS PLAN
PART 1: BASE PLAN
2024
PREPARED FOR PREPARED BY
Anissa Livas
Senior Management Analyst
Larry Giannone
Volunteer Coordinator
Contact: [email protected]
5 PAGE IS INTENTIONALLY BLANK
6 1.2 Letter of Promulgation
To: City Officials, Employees and Residents
The preservation of life, property and the environment are inherent responsibilities of local, state, and federal governments. As disasters can occur at any time, the City of San Dimas must provide safeguards that will save lives and minimize property and environmental damage through careful planning, preparedness measures and training.
Sound emergency plans carried out by knowledgeable and well-trained personnel can and will minimize losses.
The City’s Emergency Operations Plan establishes an Emergency Management Organization and assigns functions and tasks consistent with California’s Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). It provides for the integration and coordination of planning efforts through a whole community approach and authorizes City’s personnel to perform their duties and tasks before, during, and after an emergency.
This plan was developed for City Departments with emergency services responsibilities within the City. The content is based upon guidance approved and provided by the Federal Emergency Management Agency standard on EOP organization for a local jurisdiction and the California Office of Emergency Services. Its intent is to provide direction on how to respond to an emergency from the onset, through an extended response and into the recovery process.
Once adopted, this plan is an extension of the County of Los Angeles’s Emergency Response Plan and the California Emergency Plan. It will be reviewed and tested periodically and revised as necessary to meet changing conditions such as lessons learned from an actual disaster and emergency; and/or changes in State/Federal guidance.
This EOP will be submitted to the City Council for review, and, upon their concurrence, officially adopted and promulgated.
This promulgation shall be effective upon its signing and shall remain in effect until amended or rescinded by further promulgation. The promulgation of this EOP further affirms the City’s support for emergency management, and a safe and resilient community.
________________________
Chris Constantin
City Manager
7 1.3 Approval & Implementation
The City’s Emergency Operations Plan addresses the City’s planned response to extraordinary emergency situations associated with natural or man-made disasters under an all-hazards approach. This plan does not apply to normal day-to-day emergency incidents or the established departmental procedures used to cope with such emergencies. Instead, this plan focuses on operational concepts that would be implemented in large-scale disasters, which can pose major threats to life, property, and the environment, requiring unusual emergency responses.
This plan accomplishes the following:
• Establishes the Emergency Management Organization required to mitigate any significant emergency or disaster affecting the City.
• Identifies the roles and responsibilities required to protect the health and safety of City residents, public and private property, and the environment, due to natural or human-caused emergency disasters.
• Establishes the operational concepts associated with a field response to emergencies, the City’s Emergency Operation Center (EOC) activities and the recovery process.
Upon concurrence of the City Council, the plan will be officially adopted and promulgated. The approval date will be included on the title page and the plan will be distributed to City departments, supporting agencies and community organizations having assigned primary responsibilities with the Emergency Operations Plan, as necessary.
Upon the delegation of authority from the City Manager, specific modifications can be made to this plan without the signature of the City Council. This Emergency Operations Plan and Attachments supersede all previous versions of the City’s Emergency Operations Plan.
8 1.4 Plan Concurrence
The following list of signatures documents each City Council Member’s concurrence and receipt of the 2023/2024 City Emergency Operations Plan.
Emmett Badar ____________________________________
Date
John Ebiner ____________________________________
Date
Ryan Vienna ____________________________________
Date
Eric Weber ____________________________________
Date
Eric Nakano ____________________________________
Date
9 1.5 Record of Changes
Version
Number
Date of
Change
Change
Made By
Date of
Approval
Change
Approved by
Description of
change
1 2
3 4
5 6
7 8
9 10
10 1.6 Record of Distribution
Recipient Name Recipient Title Recipient Agency Date of Delivery
Number
of Copies
Provided
11 PAGE IS INTENTIONALLY BLANK
12 1.7 Table of Contents
Introductory Material ..................................................................................................................2
1.1 Cover Page ........................................................................................................................2
1.2 Letter of Promulgation.......................................................................................................6
1.3 Approval & Implementation.............................................................................................7
1.4 Plan Concurrence .............................................................................................................8
1.5 Record of Changes ...........................................................................................................9
1.6 Record of Distribution ......................................................................................................10
1.7 Table of Contents ............................................................................................................12 2 Purpose, Scope, Situation and Assumptions .......................................................................16
2.1 Purpose .............................................................................................................................16
2.2 Scope ................................................................................................................................17
2.3 Situation Overview...........................................................................................................17
2.4 Planning Assumption .......................................................................................................18 3 Concept of Operations .........................................................................................................20
3.1 Response...........................................................................................................................20
3.1.1 Goals, Priorities and Strategies.................................................................................20
3.1.2 Plan Activation ..........................................................................................................21
3.1.3 Proclaiming an Emergency......................................................................................21
3.1.4 Presidential Declarations..........................................................................................23
3.1.5 Emergency Management Response Levels ..........................................................24
3.1.6 Sequence of Events ..................................................................................................25
3.2 Recovery...........................................................................................................................31
3.2.1 Short-Term...................................................................................................................31
3.2.2 Long-Term...................................................................................................................31
3.3 Continuity..........................................................................................................................32 4 Organization and Assignment of Responsibilities ...............................................................34
4.1 Use of SEMS, NIMS, and ICS.............................................................................................34
4.2 Role of Elected Official....................................................................................................34
4.3 Role of City Departments................................................................................................35
4.4 Role of Disaster Management Area Coordinators (DMACs)......................................38
4.5 Role of the Private Sector ...............................................................................................39
13 4.5.1 Contracted City Services .........................................................................................39
4.5.2 Residents ....................................................................................................................39
4.5.3 Population with Access and Functional Needs.....................................................40
4.5.4 At Risk Individuals.......................................................................................................40
4.5.5 Businesses ...................................................................................................................41
4.5.6 Volunteer Organizations...........................................................................................42
4.5.7 Public-Private Partnerships .......................................................................................42 5 Direction, Control and Coordination ...................................................................................44
5.1 Direction and Control......................................................................................................44
5.2 Coordination ....................................................................................................................44
5.3 Multi-Entity/Jurisdiction Coordination and Mutual Aid................................................45
5.4 NIMS, SEMS, and ICS ........................................................................................................48 6 Communication......................................................................................................................55 7 Information Collection, Analysis and Distribution ...............................................................56 8 Administration, Finance and Logistics..................................................................................58
8.1 Administration...................................................................................................................58
8.1.1 City Emergency Operations Policy Statement ......................................................58
8.1.2 Disaster Service Workers ...........................................................................................59
8.1.3 Documentation .........................................................................................................59
8.2 Finance .............................................................................................................................60
8.2.1 Expenditure Tracking ................................................................................................60
8.2.2 Eligible Expenses........................................................................................................60
8.2.3 Recordkeeping Requirements.................................................................................60
8.3 Logistics .............................................................................................................................61
8.3.1 Resource Management ...........................................................................................61
8.3.2 Resource Priorities......................................................................................................61
8.3.3 Resource Requests....................................................................................................62 9 Plan Development and Maintenance ................................................................................64
9.1 Administrative Practices..................................................................................................64
9.2 Standard Operating Procedures (SOP).........................................................................64
9.3 Training and Exercises......................................................................................................65
9.4 Essential Records Retention............................................................................................65
9.5 After Action Reports and Corrective Actions...............................................................66
14 10 Authorities and References.................................................................................................68 11 Appendix A - Acronyms.......................................................................................................70 12 Appendix B – Glossary of Terms ..........................................................................................72
15 PAGE IS INTENTIONALLY BLANK
16 2 Purpose, Scope, Situation and Assumptions
2.1 Purpose
The purpose of the City Emergency Operations Plan is to provide the planning basis for a coordinated response to extraordinary emergency situations associated with natural, and human-caused emergencies or disasters within or affecting the City. This plan is the principal guide for the City’s response to, management of, and recovery from real or potential emergencies and disasters occurring within its designated geographic boundaries. Specifically, this plan is intended to:
• Outline the methods and procedures used by emergency management personnel to assess emergency situations and take appropriate actions to save lives and reduce injuries, prevent, or minimize damage to public and private property, and protect the environment.
• Identify the components of an Emergency Management Organization and establish associated protocols required to effectively respond to, manage and recover from major emergencies and disasters.
• Develop a whole community approach to emergency management to facilitate a response that is inclusive of the entire community. • Identify the organizational framework for the overall management and coordination of emergency operations in the city by implementing the National Incident Management System (NIMS) and Standardized Emergency Management System (SEMS).
• Identify the responsibilities of local, state, and federal agencies in the event of an emergency or disaster affecting the city.
• Define the operational concepts and procedures associated with the EOC interface with the field emergency responders.
• Facilitate mutual aid to supplement local resources.
• Facilitate multi-agency and multi-jurisdictional coordination, particularly between local government, the private sector, operational area (OA), state response levels, and appropriate federal agencies in emergency operations. • Support the provision for emergency public information throughout the emergency, including information on personal protective actions the public can take.
• Serve as an operational plan as well as a reference document that may be used for pre-emergency planning in addition to emergency operations. • Use in coordination with applicable local, state, and federal contingency plans.
Allied agencies, special districts, private enterprise, and volunteer organizations having roles and responsibilities established by this plan are encouraged to develop operating protocols and emergency action checklists based on the provisions of this plan.
Finally, this plan is divided into two parts that contain general and specific information relating to city emergency management operations. Those parts are as follows:
17 Part 1: Basic Plan. This part provides the structure and organization of the city’s emergency management structure, identifies roles and responsibilities, describes the concept of emergency operations, and identifies how the City implements SEMS and NIMS, as established by federal and state emergency management entities.
Part 2: EOC Management and Plan Implementation. This part introduces EOC operations, processes, considerations, sections and positions and provides supporting documentation such as job aids and forms to support an EOC operations activation.
2.2 Scope
The policies, procedures and provision of this plan are applicable to all agencies and individuals, public and private, having responsibilities for emergency preparedness, response, recovery and/or mitigation activities within the City of San Dimas.
The plan applies to any extraordinary situation associated with any hazard, natural, or human-caused, which may affect the City, as well as situations requiring a planned and coordinated response by multiple agencies or jurisdictions.
Incorporating the Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans, November 2020, Version 3.0 (draftv0.5), the CalOES’ Emergency Operations Plan Crosswalk - Local Government, 2020; the Los Angeles County Operational Area Emergency Response Plan, and the State of California Emergency Plan best practices, this plan is designed to be read, understood and exercised prior to an emergency and establishes the framework for the implementation of the Standardized Emergency Management System and National Incident Management System for the City.
This plan will be used in coordination with the State Emergency Plan and the National Response Framework.
2.3 Situation Overview
The City of San Dimas, situated within Los Angeles County, faces a variety of hazards.
This plan was developed using an all-hazards planning approach as well as leveraging the specific hazard and vulnerability findings that are identified in the County of Los Angeles All-Hazards Mitigation Plan for the City, which include, but are not limited to:
• Dam Failure
• Earthquake
• Flood
• Landslide
• Hazardous Materials Incident
18 • Wildfire
• Windstorm
More detailed information regarding the hazards to the County and the City can be found in the current County of Los Angeles All-Hazards Mitigation Plan as well as the City of San Dimas Local Hazard Mitigation Plan.
2.4 Planning Assumption
The following are assumptions used during the development of this plan. These assumptions translate into basic principles for conducting emergency management operations in preparation for, response to and recovery from major emergencies. • Emergencies or disasters may occur at any time, day, or night, in populated and remote areas of the City.
• Major emergencies and disasters will require a multi-agency, multi-jurisdictional response. Therefore, it is essential that NIMS, SEMS, and ICS are implemented immediately by responding agencies, and expanded as the situation dictates. • Large-scale emergencies and disasters may overburden local resources and require the need for mutual aid from neighboring jurisdictions. • Large-scale emergencies and disasters and the complex organizational structure required to respond to them pose significant challenges in terms of warning and notification, logistics, and agency coordination.
• The City, which contracts with Los Angeles County Fire and Sheriffs for emergency services, is primarily responsible for emergency actions within City boundaries and will commit all available resources to save lives, minimize injury to persons, protect the environment and minimize property damage. • Major emergencies and disasters may generate widespread media and public interest; information provided to the public needs to be accurate and timely.
Additionally, the media must be considered an ally in large-scale emergencies and disasters; it can provide considerable assistance in emergency public information and warning.
• Large-scale emergencies and disasters may pose serious long-term threats to public health, property, the environment, and the local economy. While responding to significant disasters and emergencies, all strategic decisions must consider each of these threats.
• Disasters and emergencies may require an extended commitment of personnel and other resources from involved agencies and jurisdictions. • The Emergency Management Organization is familiar with this plan, supporting documentation, NIMS, SEMS, and ICS.
It is the City’s intent to fulfill the policies described here, within the capabilities and resources available at the time of an emergency or disaster.
19 This plan uses the whole community concept where residents, emergency management representatives, organizational and community leaders, and government officials can understand and assess the needs of their respective communities and determine the best ways to organize and strengthen their resources, capabilities, and interest. Engaging in the whole community emergency management planning process builds a more effective path to societal security and resilience. This plan supports the following whole community principles:
• Understand and meet the needs of the entire community, including people with disabilities and those with other access and functional needs. • Engage and empower all parts of the community to assist in all phases of the disaster cycle.
• Strengthen what works well in communities on a daily basis.
In keeping with the whole community approach, this plan was developed with representation from City departments and various other stakeholders. The effectiveness of the emergency response is largely based on the preparedness and resiliency of the community.
Community Resiliency Consists of Three Key Factors:
1. The ability of first responders’ agencies (e.g., fire, law etc.) to divert from their day-to-day operations to the emergency disaster effectively and efficiently.
2. The strength of the emergency management system and organization within the region, to include Emergency Operations Centers (EOCs), mass notification systems and communication systems.
3. The civil preparedness of the region’s citizens, businesses, and community organizations.
By focusing on enhancing all three of these components, the City is improving not only the City’s resiliency to emergency disaster, but also the regions’ resiliency.
20 3 Concept of Operations
3.1 Response
During a major emergency response, the City will work in coordination with numerous governmental, non-governmental, and private organizations. To enable a multifaceted operation, the City follows a specific response structure that designates the way local, county, and state-level entities coordinate and communicate during emergency response operations.
This Concept of Operations provides guidance to City decision makers and plan users regarding the sequence and scope of actions to be taken during a citywide emergency response.
The response phase concept of operations the City practices can be summarized in six key elements: (1) goals, priorities, and strategies; (2) plan activation; (3) proclaiming an emergency; (4) presidential declarations; (5) emergency management response levels; and (6) the sequence of events during disasters.
3.1.1 Goals, Priorities and Strategies
Operational Goals: During the response phase, the agencies charged with responsibilities in this plan should focus on the following five goals:
1 Mitigate Hazards
2 Meet basic human needs
3 Address needs of People with Access and Functional Needs 4 Restore essential services
5 Support community and economic recovery
Operational Priorities: Operational priorities govern resource allocation and the response strategies for the City of San Dimas and its political subdivisions during an emergency. Below are operational priorities addressed in this plan:
• Safety – The preservation of life is the top priority and takes precedence over all other considerations.
• Protect Health and Safety – Measures should be taken to mitigate the impact of the emergency on public health and safety.
• Protect Property – All feasible efforts must be made to protect public and private property and resources, including critical infrastructure, from damage during and after an emergency.
• Preserve the Environment – All possible efforts must be made to preserve the environment and protect it from damage during an emergency.
Operational Strategies: To meet the operational goals, emergency responders should consider the following strategies:
21 • Mitigate hazards –As soon as practical, suppress, reduce, or eliminate hazards and/or risks to persons, property, and the environment during the disaster response to lessen the actual or potential effects or consequences of future emergencies.
• Meet basic human needs –All possible efforts must be made to supply resources to meet basic human needs, including food, water, accessible shelter, medical treatment, and security during an emergency.
• Address needs of individuals with disabilities or access and functional needs – People with access and functional needs are more vulnerable to harm during and after an emergency. The needs of these individuals must be considered and addressed.
• Restore essential services –Power, water, sanitation, accessible transportation, and other essential services must be restored as quickly as possible to assist communities in returning to normal daily activities.
• Support Community and Economic Recovery –All members of the community must collaborate to ensure recovery operations are conducted efficiently, effectively, and equitably, promoting expeditious recovery of the affected areas.
3.1.2 Plan Activation
The City Emergency Operations Plan may be activated by the City Manager or designated alternates under any of the following circumstances:
• By order of the City Manager as designated by the City Municipal Code or as needed on the authority of the City Manager or designee based on incident complexity.
• Upon proclamation by the Governor that a State of Emergency exists. • Automatically on the proclamation of a State of War Emergency. • Upon declaration by the President, of the existence of a National Emergency. • Automatically, on receipt of an attack warning or actual attack on the United States, or upon occurrence of a catastrophic disaster that requires immediate government response.
3.1.3 Proclaiming an Emergency
The California Emergency Services Act provides for three types of emergency proclamations in California: (1) Local Emergency, (2) State of Emergency, (3) State of War Emergency.
Emergency proclamations expand the emergency powers and authorities of the State and its political subdivisions. They also provide a mechanism for unaffected jurisdictions to provide resources and assistance to affected jurisdictions. Although emergency proclamations facilitate the flow of resources and support to the affected jurisdiction and local government, they are not a prerequisite to providing mutual aid and
22 assistance under existing agreements or requesting assistance from agencies such as the American Red Cross, the County of Los Angeles, or the State of California.
Local Emergency Proclamations:
In the case of the existence or threatened existence of an emergency that threatens the people, property, or environment of the City of San Dimas, and the condition is beyond the capability of the city to control effectively, the City Manager can proclaim a local emergency. A local emergency may be proclaimed to exist due to a specific situation, such as flood, fire, storm, pandemic, drought, sudden and severe energy shortage, or other condition.
If assistance will be requested through California Disaster Assistance Act (CDAA), a Local Emergency may be recommended by the City Manager as specified by the Municipal Code and issued within 10 days of the start of the incident.
A Local Emergency proclamation must be ratified by the City Council within 7 days.
The governing body must review the need to continue the proclamation at least every 60 days until the Local Emergency is terminated. The Local Emergency must be terminated by resolution as soon as conditions warrant.
The Proclamation of a Local Emergency provides the governing body with the legal authority to:
• Request the Governor proclaim a State of Emergency, if necessary. • Promulgate or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew within designated boundaries.
• Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements. • Request state agencies and other jurisdictions to provide mutual aid. • Require the emergency services of any local official or employee. • Requisition necessary personnel and materials from any local department or agency.
• Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use.
• Impose penalties for violation of lawful order.
• Conduct emergency operations without incurring legal liability for performance, or failure of performance (Article 17 of the Emergency Services Act provides certain privileges and immunities).
When the City proclaims a Local Emergency, it will:
• Notify the Office of Emergency Management (OEM) Duty Officer. • Notify the Disaster Management Area Coordinator (DMAC).
23 Proclamation of a State Emergency:
The Governor proclaims a State of Emergency based on the formal request from the City Council and the recommendation of the California Office of Emergency Services. If conditions and time warrant, the Governor drafts and signs a formal State of Emergency Proclamation. The Governor has expanded emergency powers during a proclaimed State of Emergency. The Governor:
• Has the right to exercise police power as deemed necessary, vested in the State Constitution and the laws of California within the designated area. • Is vested with the power to use and commandeer public and private property and personnel, to ensure all resources within California are available and dedicated to the emergency when requested.
• Can direct all state agencies to utilize and employ personnel, equipment, and facilities for the performance of any and all activities designed to prevent or alleviate the actual and threatened damage due to the emergency and can direct them to provide supplemental services and equipment to political subdivisions to restore any service in order to provide for the health and safety of the residents of the affected area.
• May make, amend, or rescind orders and regulations during an emergency and temporarily suspend any non-safety-related statues, ordinances, regulations, or rules that impose restrictions on the emergency response activities.
Proclamation of a State of War Emergency
In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever California or the nation is attacked by an enemy of the United States, or upon receipt by California of a warning from the federal government indicating that such an enemy attack is probable or imminent. The powers of the Governor granted under a State of War Emergency are commensurate with those granted under a State of Emergency.
3.1.4 Presidential Declarations
When it is clear that State capabilities will be exceeded, the Governor can request federal assistance, including assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act). The Stafford Act authorizes the President to provide financial and other assistance to state and local government, certain private nonprofit organizations, and individuals to support response, recovery, and mitigation efforts following Presidential Emergency or Major Disaster declarations.
Declaration of Emergency or Major Disaster: The President of the United States can declare an Emergency or Major Disaster under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (41 USC §5121 et seq.), thereby providing federal government resources to support the States’ response and recovery activities. While Presidential Declarations under the Stafford Act release federal resources and funding
24 to support response and recovery, federal agencies may also provide assistance under other authorities or agreements that do not require a Presidential Declaration.
3.1.5 Emergency Management Response Levels
The City Emergency Operations Plan will be activated when an emergency occurs or threatens to exceed capabilities to adequately respond to and mitigate an incident(s).
The scope of an emergency, rather than the type, will largely determine whether the Emergency Operations Plan and Emergency Operations Center will be activated, and to what level. For planning purposes, the California Office of Emergency Services has established three EOC activation “levels” of response to emergencies. The City also employs this system to guide local response to emergencies in the table below:
Activation
Level Detail Eventor Situation
Minimum
Staffing
Three
Level Three is a minimum
activation. This level may
be used for situations
which initially only require
a few people
• Events with potential
impacts on the health &
safety of the public and/or
environment
• Weather Alerts
• Incident involving 2+ City
departments
• Low risk planned event
• Wind or rainstorm
• Power outage and Stage 1
& 2 emergencies
1. EOC Director
2. Other Designees
(Such as Section
Coordinators,)
Two
Level Two activation is
normally achieved as an
increase from Level Three
or a decrease from Level
One. This activation level
is used for emergencies or
planned events that
would require more than
a minimum staff but
would not call for a full
activation/staffing
• Two or more large
incidents involving 2 or
more departments
• Major wind or rain
• Major scheduled event
• Large scale power outage
and Stage 3 power
emergencies
• Hazardous Material
Incident involving large
scale or possible largescale evacuations
1. EOC Director
2. Section
Coordinators
3. Branches & Units as
appropriate
4. Liaison/Agency
Representatives as
appropriate
5. Public Information
Officer
One
Level One activation
involves a complete & full
activation of all
organizational elements &
staffing. Level One would
be the initial activation for
any major emergency
requiring acute State
help.
• Major County/City or
Regional emergency,
multiple departments with
heavy resource
involvement
1. All EOC as
appropriate
TABLE 1: EOC ACTIVATION LEVELS
25 3.1.6 Sequence of Events
Two sequences of events are typically associated with disasters: one involves the response and the other involves emergency proclamations. The response sequence generally describes the emergency response activities to save lives, protect property and preserve the environment. This sequence describes deployment of response teams, activation of emergency management organizations and coordination among the various levels of government. The emergency proclamation sequence outlines the steps to gain expanded emergency authorities needed to mitigate the problem. It also summarizes the steps for requesting state and federal disaster assistance.
3.1.6.1 Before Impact
Before an emergency ever occurs, the City is committed to conducting preparedness activities that include developing plans, training personnel, conducting emergency exercises, educating the public, and arranging to have necessary resources available.
To remain ready to respond, the City will keep their emergency communications systems, warning systems and the Emergency Operations Center ready at all times.
Routine Monitoring for Alerts, Watches and Warnings: Emergency officials constantly monitor events and the environment to identify specific threats that may affect their jurisdiction and increase awareness level of emergency personnel and the community when a threat is approaching or imminent.
Increased Readiness: Sufficient warning provides the opportunity for response agencies to increase readiness, which are actions designed to increase an agency’s ability to effectively respond once an emergency occurs. This includes, but is not limited to:
• Briefing government officials.
• Reviewing plans and procedures.
• Preparing and disseminating information to the community. • Updating resource lists.
• Testing systems such as warning and communications systems. • Activating Emergency Operations Centers, even if precautionary.
Pre-Impact: When a disaster is foreseen as highly likely, action is taken to save lives, protect property and the environment. During this phase, warning systems are activated, resources are mobilized, and evacuation begins.
Proclaiming an Emergency: In the case of the existence or threatened existence of an emergency that threatens the people, property, or environment of the City, and the condition is beyond the capability of the city to control effectively, the City Council, or the City Manager if the Council is not in session, can proclaim a local emergency.
26 3.1.6.2 Immediate Impact
During this phase, emphasis is placed on control of the situation, savings lives and minimizing the effect of the disaster. Below is a list of actions to be taken:
Alert and Notification: Local response agencies are alerted about an incident by the public through 911, another response agency, or other method. First responders are then notified of the incident. Upon an alert, response agencies notify response personnel.
Resource Mobilization: Response agencies activate personnel and mobilize to support the incident response. As the event escalates and expands, additional resources are activated and mobilized to support the response. Activation and mobilization continue for the duration of the emergency, as additional resources are needed to support the response.
This includes resources with the County, or, when resources are exhausted, from surrounding unaffected jurisdictions.
Incident Response: Immediate response is accomplished within the City by local responders. First responders arrive at the incident and function within their established field level plans and procedures. The responding agencies will manage all incidents in accordance with the Incident Command System organizational structures, doctrine, and procedures.
Establishing Incident Command: Incident Command is established to direct, order, and/or control resources by virtue of some explicit legal agency or delegated authority at the field level. Initial actions are coordinated through the on-scene Incident Commander. The Incident commander develops an initial Incident Action Plan, which sets priorities for the incident, assigns resources, and includes a common communications plan. If multiple jurisdictions or agencies are involved, the first responders will establish a Unified Incident Command Post to facilitate multijurisdictional and multiagency policy decisions. The Incident Commander may implement an Area Command to oversee multiple incidents that are handled by separate Incident Command System organizations or to oversee the management of a large or evolving incident that multiple incident management teams engaged.
Activation of the Multiagency Coordination System: Responding agencies will coordinate and support emergency management and incident response objective through the development and use of integrated Multiagency Coordination Systems (MACS) and Multiagency Coordination System Groups (MAC Groups). This includes developing and maintaining connectivity capability between the Incident Command Post, Local 911 Centers, local Emergency Operations Centers, Regional Emergency Operations Centers, the State Emergency Operations Center and Federal Emergency Operations Center and National Response Framework organizational elements.
Local Emergency Operations Center Activation: Local jurisdictions activate their local Emergency Operations Center based on the magnitude or need for more coordinated management of the emergency. When activated, local EOCs help form a common operating picture of the incident by collecting, analyzing, and disseminating
27 emergency information. The local Emergency Operations Center can also improve the effectiveness of the response by reducing the amount of external coordination of resources by the Incident Commander by providing a single point of contact to support multiagency coordination. When activated the local Emergency Operations Center notifies the Operational Area lead that the local Emergency Operations Center has been activated.
Communications between field and the Emergency Operations Center: When a jurisdiction Emergency Operation Center is activated, communications and coordination are established between the Incident Commander and the Department Operations Center to the Emergency Operations Center, or between the Incident Commander and the Emergency Operations Center.
Operational Area Emergency Operations Center Activation: If one or more local EOCs are activated, or if the event requires resources outside the affected jurisdiction, the Operational Area Emergency Operations Center activates. The Operational Area Emergency Operations Center also activates if a Local Emergency is proclaimed by the affected local government. The Operational Area Emergency Operations Center then coordinates resource requests from the affected jurisdiction to an unaffected jurisdiction, or if resources are not available within the Operational Area, forwards the resource request to the Regional Emergency Operations Center and mutual aid coordinators.
Regional Emergency Operations Center Activation: Whenever an Operational Area Emergency Operations Center is activated, the California Office of Emergency Services Regional Administrator will activate the Regional Emergency Operations Center within the affected region and notifies the California Office of Emergency Services Headquarters. The Regional Emergency Operations Center will then coordinate resource requests from the affected Operational Area to unaffected Operational Areas within the affected region, or, if resources are not available within the affected region, resource requests are forwarded to the State Operations Center for coordination.
State Level Field Teams: The State may deploy Field Teams (Emergency Services Regional Staff) to provide situation reports on the disaster to the Regional Emergency Operations Center in coordination with responsible Unified Command.
State Operations Center Activation: The State Operations Center is activated when the Regional Emergency Operations Center activates to:
• Continuously monitor the situation and provide situation reports to brief state officials as appropriate.
• Process resource request between the affected regions, unaffected regions, and state agency Department Operation Centers.
• Process requests for deferral assistance and coordinate with Federal Incident Management Assistance Teams when established.
• Coordinate interstate resource request as part of the Emergency Management Assistance Compact or Interstate Disaster and Civil Defense Compact.
28 • The State Operations Center may also be activated independently of a Regional Emergency Operations Center to continuously monitor emergency conditions.
Joint Information Center Activation: Where multiple agencies are providing public information, the lead agencies will work together to analyze the information available and provide a consistent message to the public and the media. Where practical, the agencies will activate a Joint Information Center to facilitate the dissemination of consistent information.
State Department Operations Center Activation: Each state agency may activate a Department Operations center to manage information and resources assigned to the incident. If a Department Operations Center is activated, an agency representative or liaison may deploy to facilitate information flow between the Joint Information Center and state Departments.
Federal Emergency Management Agency Regional Response Coordination Center Activation: The Federal Emergency Management Agency Regional Response Coordination Center may deploy a liaison or Incident Management Assistance Team to the State Operations Center to monitor the situation and provide situational awareness to federal officials.
3.1.6.3 Sustained Operations
As the emergency continues, further emergency assistance is provided to individuals impacted by the disaster and efforts are made to reduce the likelihood of secondary damage. If the situation demands, mutual aid is provided, as well as activities such as search and rescue, shelter and care, and identification of victims.
3.1.6.4 Transition to Recovery
As the initial and sustained operational priorities are met, emergency management officials consider the recovery phase needs. Short-term recovery activities include returning vital life-support systems to minimum operating standards. Long-term activity is designed to return to normal activities. Recovery planning should include reviews of ways to avert or mitigate future emergencies. During the recovery phase, damage is assessed, local assistance centers and disaster recovery centers are opened, and hazard mitigation surveys are performed.
Local Assistance Centers: Local Assistance Centers (LAC)are opened by local governments to assist communities by providing a centralized location for services and resource referrals for unmet needs following a disaster or significant emergency. The LAC is staffed and supported by local, state, and federal agencies, as warranted, as well as nonprofit and voluntary organizations. The LAC provides a venue at which individuals, families, and businesses can access available disaster assistance programs and services. The LACs need to be physically accessible, and information needs to be provided in accessible formats for all community members. If federal resources are
29 authorized, a state-federal Disaster Recovery Center (DRC) may be co-located with the LACs.
Joint Field Office: The state coordinates with FEMA as necessary to activate a JFO to coordinate federal support for the emergency. The state will appoint a State Coordinating Officer (SCO) to serve as the state point of contact. A Federal Coordinating Officer (FCO) is appointed upon a Presidential Declaration of an Emergency or Major Disaster.
Demobilization: As resources are no longer needed to support the response, or the response activities cease, resources are demobilized. Demobilization includes provisions to address and validate the safe return of resources to their original location and includes processes for resource tracking and ensuring applicable reimbursement.
Where applicable, demobilization should include compliance with mutual aid and assistance provisions.
30 The sequence of activities occurring for the emergency response and proclamation process is illustrated in Figure 1 – Response Phase Sequence of Events.
FIGURE 1: RESPONSE PHASE SEQUENCE OF EVENTS
31 3.2 Recovery
In the aftermath of a disaster, many citizens will have specific needs that must be met before they can pick up the thread of their pre-disaster lives. Typically, there will be a need for such services as these:
(1) Assessment of the extent and severity of damage to public and private property. (2) Restoration of services generally available in communities - water, food, medical assistance, utilities, and lifelines.
(3) Repair of damaged homes, buildings, and infrastructure. (4) Professional counseling when the sudden changes resulting from an emergency have resulted in mental anguish and inability to cope.
Local governments can help individuals and families recover by ensuring that these services are available and by seeking additional resources if the community needs them. Recovery occurs in two phases: short-term and long-term.
3.2.1 Short-Term
Short-term recovery operations begin during the response phase of the emergency.
Although referred to as “short-term” recovery, these activities may last for weeks. Shortterm recovery includes actions required to:
• Stabilize the situation.
• Restore services (electricity, water, and sanitary systems). • Implement critical infrastructure recovery plans to maintain operations during emergencies and the recovery phase.
• Commence the planning for the restoration of the community, including economic functions.
• Address debris that poses a threat to public health and safety.
For federally declared disasters, Disaster Assistance Centers may be established by the Federal Emergency Management Agency (FEMA) to assist disaster victims and businesses in applying for grants, loans, and other benefits. In coordination with the American Red Cross, the City may provide sheltering for disaster victims until housing can be arranged.
3.2.2 Long-Term
Long-term recovery continues the short-term recovery actions focusing on community restoration. Long-term recovery may continue for several months or years depending on the severity and extent of the damage sustained. These activities include those necessary to restore a community to a state of normalcy, given the inevitable changes that result from a major disaster. Long-term recovery activities require significant
32 planning to maximize opportunities and mitigate risks after a major incident and may include the following:
• Reconstruction of facilities and infrastructure including the technology systems and services necessary for restoration of all operations functions. • Community planning, including the development of long-term housing plans. • Implementation of waivers, zoning changes, and other land-use legislation to promote recovery.
• Assistance to displaced families, which may include financial support as well as social and health services.
• Restoration of the local economic system.
• Integration of mitigation strategies into recovery efforts. • Documentation of eligible disaster-related costs for reimbursement through state and federal grant programs.
3.3 Continuity
Continuity of Operations and Government: A critical component of the City emergency management strategy involves ensuring that government operations will continue during and after a major emergency or disaster. The ability to maintain essential government functions, including the continuity of lawfully constituted authority is a responsibility that must be provided for to the greatest extent possible.
A major disaster could result in great loss of life and property, including the death or injury of key government officials, the partial or complete destruction of established seats of government and/or the destruction of public and private records essential to continue operations of government and industry.
In the aftermath of a major disaster, during the reconstruction period, law and order must be preserved and, so far as possible, government services must be maintained. To this end, it is particularly essential that local government units continue to function.
The following portions of the California Government Code and the State Constitution provide authority for the continuity and preservation of State and local government:
• Continuity of Government in California (Article IV, Section 21 of the State Constitution)
• Preservation of Local Government (Article 15 of the California Emergency Services Act)
• Temporary Seat of State Government (Section 450, Title 1, Division 3, Chapter 1 of the Government Code)
Key authorities include Sections 8635 through 8643 of the Government Code:
• Furnish a means by which the continued functioning of political subdivisions can be assured by providing for the preservation and
33 continuation of (City and County) government in the event of an enemy attack, or in the event a State of Emergency or Local Emergency is a matter of statewide concern.
• Authorize political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety.
• Authorize governing bodies to designate and appoint three standby officers for each member of governing body and for the Chief Executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision, other than that to which they are appointed. Standby officers take the same oath as regular officers and are designated numbers 1, 2 and 3 as the case may be.
• Authorize standby officers to report ready for duty in the event of a State of War Emergency, State of Emergency or Local Emergency at the place previously designated.
• Authorize local governing bodies to convene as soon as possible whenever a State of War Emergency, State of Emergency or Local Emergency exists, and at a place not within the political subdivision.
34 4 Organization and Assignment of Responsibilities
4.1 Use of SEMS, NIMS, and ICS
For the City, this basic plan establishes the operational organization that is relied on to respond to an emergency. The City uses the Standardized Emergency Management System, The National Incident Management System, and the Incident Command System, to be consistent with the National Response Framework concepts and to be coordinated with other jurisdictional partners within Los Angeles County.
The following sections list out the city’s organization structure as well as departmental roles and responsibilities during an Emergency Operations Center activation.
Additionally, it details the role that Disaster Management Area Coordinators (DMACs) have during an emergency.
4.2 Role of Elected Official
All disasters are locally driven events, and it is the local official’s role to provide leadership and policy guidance to their jurisdiction before, during, and after a disaster.
It is important for local elected officials to engage in preparedness efforts, which are ongoing and involve activities undertaken to prepare for disasters and emergencies, as well as to facilitate future response and recovery efforts. The following section details some of the local official’s roles and responsibilities during and following a disaster.
Elected Officials Role During an Emergency Disaster: The primary role of an elected official during a disaster is that of support. As the disaster is occurring and the immediate response is underway, elected officials best serve citizens by empowering and allowing your first responders and the EOC staff the freedom to manage the incident as they have been trained to do. Elected officials should allow them time to stabilize the situation before attempting to step in as a decision maker. Elected officials role as decision maker will come, but the primary goal of addressing a disaster as it is happening is to stabilize the situation quickly and efficiently – first responders and City EOC staff will do this. To help in this goal, elected official’s role consists of:
• Support and work with your emergency management officials, as needed. This may include facilitating communication with and obtaining assistance from other agencies, declaring a local state of emergency, and issuing emergency orders such as imposing curfews etc.
• Communicate quickly, clearly, and effectively to your constituents and work with your partners to ensure a coordinated message.
• Get accurate information out early and often, and ensure all messaging is accessible.
• Maintain situational awareness regarding the disaster by staying informed.
35 • Provide direction for response-related activities, when appropriate. • Trust and empower your emergency management officials to make the right decisions.
• Serve your citizens by allowing the First Responders and the EOC staff to manage the incident as they are trained to do. The active participation of Elected Officials in planning / training before a disaster and leadership during the recovery period is where you will have the greatest impact and be of most value. • Use an EOC Liaison to help you stay informed during the incident.
Elected Officials Role Following an Emergency Disaster: The primary role of an elected official after a disaster is that of leadership. Once the first responders and EOC staff have stabilized the situation, your role as an elected official becomes crucial to the recovery process. A community is built on law and order, and this stems from City Municiapl Code, Zoning Regulations, Building Code, Police Enforcement, and much more. Just because a disaster occurs does not mean these regulations are null and void. On the contrary, they are crucial to make sure your community is built back right.
For a City to truly recover, diligent and firm adherence to the City’s Codes and Regulations must be adhered to. To help in accomplishing this goal, the following is a list of roles for you to fill.
• Understand the disaster assistance programs available and application process for State of California and the Federal Disaster Declarations. • Support your community throughout the recovery – it can be a long process and may take multiple years.
• Help identify opportunities to rebuild and mitigate future damage through planning and smart infrastructure investments.
• Ask questions – the recovery process and programs can be complex. • Ensure all Codes and Regulations are enforced during the recovery process.
4.3 Role of City Departments
In the event of an Emergency Operations Center activation, each City department is responsible to support emergency response and recovery objectives and taking the lead regarding the emergency function to which they have been assigned. The departments also provide representatives to the EOC to coordinate people, resources, and information to manage an incident that occurs in the city, and to communicate emergency efforts between departments and/or jurisdictions.
Designated department representatives are trained in emergency management and response operations. In addition, these representatives have assigned successors to support EOC staff in the event of extended operations. The sections below outline the designated responsibilities for each of the city departments. Details for department staff roles and responsibilities in the EOC are defined in the EOC position job aids included in part two of this plan.
36 City Manager’s Office. The executive staff members of the City Manager’s Office are responsible for policy level decisions related to the management of the incident. The office will provide representatives to assist in the EOC, and provide liaison assistance to the operational area, if activated. The City Manager, or designee (e.g., Assistant City Manager or City Department Head), will serve as the EOC Manager/Director overseeing the direction and policy guidance of all EOC operations. Policy level decisions are related to formation of policies/procedures, authorization of expenditures, support of local emergency management operations with additional staff, resources, etc., as well as other operations as determined appropriate. The City Manager’s Office will also be utilized to staff the position of EOC PIO to support the collection, verification, and dissemination of emergency related information to the public and the media.
This office also serves as the Economic Recovery Coordination Group following the response phase of a disaster event as the City moves into the recovery phase.
Economic Development supports redevelopment and recovery strategies for the City using current economic development strategies.
Community Development Department. The Community Development Department is responsible for the Planning & Intelligence functions of the EOC, including support on public infrastructure evaluation/damage assessment, providing GIS support upon request, identifying possible shelter locations (ensuring the structural safety of the buildings), providing staff to the EOC, administering evaluations and permits in the recovery process. Department representatives from Community Development lead the Planning Section and may serve in a variety of EOC sections and branches, depending on the needs of the incident.
Administrative Services Department. The City’s Administrative Services Department includes Human Resources, Finance, and Technology EOC functions.
Human Resources staff are responsible for managing all efforts associated with City personnel and volunteers. As emergency resources, City personnel and volunteers may be assigned to positions in the EOC or in the field to support City emergency management and response operations. Department representatives will staff the Personnel Branch of the EOC, addressing issues such as workers compensation, disaster service worker (DSW) agreements, volunteer management, and other various tasks as determined appropriate. In addition, Human Resources is responsible for providing a representative to staff the Safety Officer position within the EOC for risk management relative functions.
The Information Systems (IS) staff is responsible for ensuring the operation of the city’s critical Information Systems and Technology infrastructure during an emergency and providing technical support to the EOC when activated. IS will staff the Communications Unit in the EOC, and will provide support to GIS, mapping, and any other technical resources. IS will provide representatives to the EOC when activated.
37 Finance staff are responsible for overseeing all expenditures related to emergency management and response operations, including tracking and documentation necessary for recovery reimbursement purposes including personnel time tracking during emergency operations. Finance will provide department representatives to staff the Finance Section in the EOC. Department representatives will utilize established procedures and protocols for expense tracking and documentation but may also develop additional procedures as necessary to fit the needs of emergency operations.
Finance will also provide staffing to the Procurement Unit in the Logistics Section in the EOC utilizing established procedures and protocols for purchasing but may develop procedures as necessary to support emergency operations.
Parks & Recreation Department. The Parks & Recreation Department is responsible for supporting mass care operations, including the implementation of shelter operations in the city. Mass care and shelter operations include the mobilization and deployment of department personnel and resources (in coordination with the operational area) and receiving and registering volunteer resources during emergencies. The Parks & Recreation Department will provide staff to manage the shelter facilities and may request additional assistance from the American Red Cross (ARC) and other partnership agencies, if necessary. Parks & Recreation department personnel are also responsible for reporting damage assessment information related to park facilities, working within their departmental reporting structure. The Parks & Recreation department will appoint department representatives to the city EOC to assist in the coordination of department operations. In addition, the department also serves in a primary role for the provision of services for people with access and functional needs (PAFN) during an emergency.
Public Works Department. The Public Works Department serves in a variety of roles to support emergency management and response operations. Responsibilities for Public Works include, but are not limited to, damage assessment, critical infrastructure restoration, support for debris management, transportation, evacuation, and general logistics operations.
Public Works is also responsible for providing flood response operations, mitigation, planning and recovery activities. Department will assess data, provide technical assistance for interpreting flood related data and its impacts in the city. Flood monitoring information provided will assist EOC in making necessary evacuation, transportation or other emergency management related decisions. Public Works will coordinate flood fighting operations in coordination with city contracted partners in the event of a flood related emergency.
Department representatives will be appointed to the EOC to serve in both the Operations and Logistics Sections. In addition, Public Works will assist emergency operations by deploying personnel into the incident area to assess damage and begin emergency restoration efforts. These operations will be coordinated through their Department Operations Center (DOC), which will communicate and coordinate with the EOC.
38 Los Angeles County (LAFD). The City contracts with LAFD, which is responsible for the management of fire operations within the city during emergency response efforts. This includes the immediate first responder effort to manage any fires, as well as the management of a safe scene, recognition of potential hazardous materials, public safety on scene, and many other responsibilities. LAFD will coordinate all response efforts and serve as the main coordination point when requesting fire response or emergency medical service (EMS) assistance from neighboring jurisdictions.
LAFD will also lead Emergency Medical Services (EMS), providing life-saving medical care. LAFD EMS personnel will work in coordination with private EMS providers, or request mutual aid, to meet the needs of the incident if LAFD EMS is overwhelmed.
Depending on the nature and scope of the incident, a LAFD representative may be appointed to serve in the Management Section in the EOC.
Los Angeles County Sheriff’s Department. The Los Angeles County Sheriff’s Department is responsible for law enforcement operations and terrorism prevention within the city.
Sheriff’s Deputies will respond to the immediate threats and dangers associated with any emergencies in the city. The Sheriff’s Department will support emergency operations including, but not limited to prevention of threats, protection of population, evacuation, and damage assessment. Depending on the nature and scope of an incident, a LASD representative may be appointed to serve in the Management Section in the EOC.
Los Angeles County Flood Control. The Public Works Department of Los Angeles County operates and manages the San Dimas Dam, a hazard identified within the City. As such, County Public Works is responsible for post storm releases to relieve possible flooding risk as well as the safety of the dam. Depending on the nature and scope of an incident, a County Public Works representative may be appointed to serve in the Management Section in the EOC.
EOC, DOC and Responder Personnel. While this Emergency Operations Plan is focused on the City’s organizational response, all city employees with responsibilities for emergency functions would greatly benefit from having a personal and family preparedness plan. Any city employee with responsibility to report to the EOC, a department operations center (DOC), or to field response operations should have a personal and family preparedness plan in place. Personal and family preparedness planning supports city employees in ensuring the safety of their loved ones, and in turn supports the employees with being available to respond to their city emergency management responsibilities.
4.4 Role of Disaster Management Area Coordinators (DMACs) The mission of DMACs is to coordinate with Area cities in planning for preparedness, mitigation, and recovery from emergencies/disasters. During an actual emergency, DMACs are responsible for Advocating for Area cities and liaison with the Los Angeles
39 County Operational Area Emergency Operations Center as (OAEOC) as necessary, assist other Areas as requested; and staff City Liaison post at OAEOC. • Additional they check in with Area cities to quickly determine the impact of the emergency/disaster.
• Provide a quick Area status report to the OAEOC to supplement individual cities’ reports. This is not a detailed or formal report. It should be considered outside the normal reporting system and will provide the OAEOC with an indication of where potential problems might exist as well as indicate which Disaster Management Area Coordinators (DMACs) might be in the best position to directly provide staffing to assist the most heavily impacted Area(s) and the OAEOC (staffing may come from the DMAC or from a city within the DMAC’s Area).
• Get feedback from the OAEOC as to which DMAC Areas appear to be the most heavily impacted and which appear least impacted. Feedback will include a recommendation from the OAEOC as to which DMAC should provide staffing to the OAEOC (staffing may come from the DMAC or from a city within the DMAC’s Area). • DMAC of selected city provides staffing to the OAEOC to represent concerns of cities, to ensure that the needs and concerns of cities are properly represented in the OAEOC, and to participate, as appropriate, in the development of solutions affecting cities.
Finally, the following sections list out the role and responsibilities of the private sector.
4.5 Role of the Private Sector
4.5.1 Contracted City Services
In the event of an Emergency Operations Center activation, each Contracted City service partner is responsible to support emergency response and recovery objectives and taking the lead regarding the emergency function to which they have been assigned. At a minimum contract city service partners will either provide a representative to the City EOC or provide a contact number for their Business Operations Center to coordinate people, resources, and information to manage an incident that occurs in the city, and to communicate emergency efforts between their organization and the City.
4.5.2 Residents
The residents of the City are primary beneficiaries of the City’s emergency management system. At the same time, residents play an important role in emergency management by ensuring that they and their families are prepared for disasters. Before an emergency, residents can assist the emergency management effort by taking first aid training, maintaining supplies, and being prepared to evacuate or shelter-in-place for several days.
40 Many residents join disaster volunteers’ programs such as Community Emergency Response Teams and remain ready to volunteer or support emergency response and recovery efforts. During an emergency, residents should monitor emergency communications and carefully follow directions from authorities. By being prepared, residents can better serve their family, their community and reduce demands on first responders.
4.5.3 Population with Access and Functional Needs
Populations with access and functional needs include those members of the community that may have additional needs before, during, and after an incident in functional areas, including but not limited to maintaining independence, communication, transportation, supervision, and medical care.
Individuals in need of additional response assistance may include those who:
• Have disabilities – temporary and/or lifelong,
• Live in assisted living settings,
• Are elderly,
• Are unaccompanied children,
• Are from diverse cultures,
• Have limited English proficiency or a non-English speaking, • Have sight or hearing losses (impairments),
• Are transportation dis-advantage; or
• Other situations that would require assistance.
Lessons learned from recent emergencies concerning people with disabilities and older adults have shown that the existing paradigm of emergency planning, implementation and response must change to meet the needs of these groups during an emergency.
These lessons show four areas that are repeatedly identified as most important to people with disabilities and older adults:
• Communications and Public Information: Emergency notification systems must be accessible to ensure effective communication for people who are deaf/hard of hearing, blind/low vision, or deaf/blind.
• Evacuation and Transportation: Evacuation plans must incorporate disability and older adult transportation providers for identifying and the movement of people with mobility impairments and those with transportation disadvantages. • Sheltering: Care and shelter plans must address the access and functional needs of people with disabilities and older adults to allow for sheltering in general population shelters.
• Americans with Disabilities Act: When shelter facilities are activated, the State will work with local officials to ensure they accommodate the provisions of the Americans with Disabilities Act.
41 4.5.4 At Risk Individuals
Another perspective is to consider the needs of people who are not in contact with traditional emergency service providers. These people may feel they cannot comfortably or safely access and use the standard resources offered in preparedness, response, and recovery. These include, but are not limited to individuals who are:
• Homeless.
• Without transportation.
• Without access to telephones, radio, or television (calls to take action). • Visiting or temporarily residing in an impacted region. • Not familiar with available emergency response and recovery resources. • Limited in their understanding of English.
• Geographically or culturally isolated.
4.5.5 Businesses
Most of the City’s critical infrastructure is owned and maintained by businesses and must be protected during a response to ensure a quick and complete recovery from an emergency. These same businesses provide valuable resources before, during and after an emergency, as well as playing a critical role in meeting the needs of those impacted by an emergency.
Target Hazards: Some key industries are potential targets for terrorist attacks and must institute measures to prevent attacks and protect their infrastructure and surrounding community. This requires businesses to coordinate with local, state, and federal governments to ensure that their emergency plans are integrated with government plans.
Hazardous Materials Area Plans: Some industries are required by law or regulation to have emergency operations procedures to address a variety of hazards, the California Office of Emergency Services Hazardous Materials Program requires businesses that handle hazardous materials that meet certain quantity or risk thresholds must submit Business Program Plans and Risk Management Plans to the County’s Certified Unified Program Agency or Administering Agency. The administering Agency can then develop Hazardous Material Area Plans to respond to a release of hazardous material within the county.
Business Emergency Plans: This plan recommends that all businesses develop comprehensive emergency plans that include employee injury and illness prevention programs, business resumption and continuity of operations elements. A comprehensive business emergency plan can assist the business and community at-large by providing:
• Information to employees to protect themselves and their families from the effects of likely emergencies.
42 • A business emergency organization with identified positions having clear and specific emergency roles, responsibilities, delegated authority and identified successors.
• Identification of actions necessary to protect company property and records during emergencies.
• A list of critical products and services.
• Production shutdown procedures.
• A company command post.
• Alternative work sites.
• Methods and channels of communication.
• Contacts with local emergency management officials.
• A method to provide and accept goods and services from other companies.
Business Operations Centers: This plan also promotes the use of business operations centers to enhance public and private coordination. Local government can effectively coordinate with businesses by establishing a business operation center that is linked to their existing emergency operations center.
4.5.6 Volunteer Organizations
The City recognizes the value and importance of organizations that perform voluntary services in their community. These organizations have resources which can augment emergency response and recovery efforts. Some examples of voluntary organization are the following:
• American Red Cross
• San Dimas Community Emergency Response Team (C.E.R.T.) • Community Emergency Response Team within other cities or County • Amateur Radio Groups within the City or County
• Tzu Chi Foundation
• Team Rubicon
• Habitat for Humanity of Greater Los Angeles
• Los Angeles Regional Food Bank
• The Salvation Army
4.5.7 Public-Private Partnerships
The private sector provides valuable assistance and resources to support emergency response and recovery activities. The goal of the Public-Private partnership is to advise on:
• Appropriate agreements to provide for quick access to emergency supplies and essential services to minimize the need to stockpile such supplies during normal times.
43 • Logistic measures required to quickly deliver needed supplies and services to affected areas.
• Methods to utilize non-profit and private sector capabilities to increase the surge capacity of local agencies responding to emergencies.
• Methods to promote the integration of the non-profit and private sectors into the emergency services system so that people can be better informed and prepared for emergencies.
• Systems that aid business and economic recovery after an emergency.
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44 5 Direction, Control and Coordination
5.1 Direction and Control
The City is responsible for coordinating the resources, strategies, and policy for any event in the City that exceeds the capacity of field responders. Tactical control always remains the responsibility of field Incident Commanders. The City Manager, working through the mechanism of the Emergency Operations Center, provides direction and control over the coordination of multi-department and multi-jurisdictional resources to support the field responders. Policy decisions may be made by the Emergency Operations Center Manager/Director that is staffed by the City Manager or designee.
5.2 Coordination
The City Emergency Operations Center will coordinate resource requests from the field and other jurisdictions within the City. If request exceeds the supply, the Emergency Operations Center will provide resources based on established priorities.
If resources are not available within the City, requests will be made to the Los Angeles Operational Area Emergency Operations Center either directly or through DMACs who are responsible for advocating for Area cities and liaison with the Los Angeles County Operational Area Emergency Operations Center as (OAEOC) as necessary. The Operational Area Emergency Operations Center will coordinate resources obtained from within the operational area. If resources are not available in the operational area, they will request assistance from the Southern Regional Emergency Operations Center.
The Regional Emergency Operations Center will coordinate resources obtained from operational areas throughout the region. If resources are not available in the region, they will request assistance from the State Operations Center. If the state cannot supply the resource, they will request assistance from the Federal Emergency Management Agency and other federal agencies. Below is a visual of this coordination relationship.
FIGURE 2: DMAC COORDINATION RELATIONSHIP
45 5.3 Multi-Entity/Jurisdiction Coordination and Mutual Aid Operational Area Coordination: If an incident overwhelms the resources and capabilities of the City, additional support will be requested from a variety of entities, jurisdictions, and organizations. For general emergency management operations, the city will follow SEMS and make requests for additional assistance through the operational area, working directly with the operational area emergency management personnel and the operational area EOC, if activated. If the emergency requires state and federal support, representatives from the operational area will work with the state level emergency management organization (Regional Emergency Operations Center), following the established SEMS, NIMS, and ICS structures.
When working with external partners such as private companies, non-profit organizations, nongovernment organizations, or other partners, city representatives in the EOC will ensure that these external partners work within the designated organizational structure of the city EOC. The City EOC Manager/Director will designate the coordination procedures for new partners that are not already established as part of the city’s emergency management operational systems.
Mutual Aid: California's emergency assistance is based on a statewide mutual aid system designed to ensure additional resources are provided to the state’s political subdivisions whenever their own resources are overwhelmed or inadequate. The basis for this system is the California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA), which is entered into by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and public agencies to assist each other by providing resources during an emergency.
The agreement obligates each signatory entity to provide aid to each other during an emergency without expectation of reimbursement. Under specific conditions, federal and state funding may be appropriated to reimburse public agencies who aid other jurisdictions.
If other agreements, memoranda, and contracts are used to provide assistance for consideration, the terms of those documents may affect disaster assistance eligibility and local entities may only be reimbursed if funds are available. This plan promotes the establishment of emergency assistance agreements between public and private sector agencies at all levels.
46 There are four approved, formal Mutual Aid Systems in California. Those systems are:
1 Fire and Rescue
2 Law Enforcement
3 Coroner
4 Emergency Management
(resources not covered by the
other three systems)
Other informal mutual aid involves, but is
not limited to the interchange of:
1 Public Information
2 Medical and Health
3 Communications
4 Transportation Services
5 Facilities
6 Hazardous Material Mutual Aid
System
7 Volunteer and Private Agencies
California is divided into six mutual aid
regions, which are subdivisions of the state
emergency services organization to
facilitate the coordination of mutual aid
and other emergency operations within an area of the State consisting of two or more Operational Area. A map of the Regions is shown in Figure 3: California Mutual Aid Regions. The City of San Dimas is in Mutual Aid Region I.
Mutual Aid Coordination: Formal mutual aid requests follow specified procedures and are processed through pre-identified mutual aid coordinators. Mutual aid requests follow discipline-specific chains (i.e., fire, law enforcement etc.) from one level of government to the next. The mutual aid coordinator receives the mutual aid request and coordinates the provision of resources from within the coordinator's geographic area of responsibility. In the event resources are unavailable at one level of government, the request is forwarded to the next higher level of government to be filled.
• Field Level Requests: Requests for MMAA resources originate from the Field Level and are managed by the Incident Commander (IC). If the IC is unable to obtain the resource through existing local channels, the request is elevated to the next successive government level until obtained or cancelled. • Local Government Request: Local jurisdictions are responsible for the protection of life and property within the municipal geographic boundaries. The local jurisdiction where the incident occurred should assess its resource inventory and existing local agreements to determine if the requested resource is available.
When locally committed resources are exhausted and mutual aid is needed, the FIGURE 3: CALIFORNIA MUTUAL AID REGIONS
47 local official will request assistance from the Operational Area Mutual Aid Coordinator.
• Operational Area (OA) Requests: The OA is a composite of its political subdivisions, (i.e., municipalities, contract cities, special districts, and county agencies). The OA Mutual Aid Coordinator assesses the availability of resources within the OA and fulfills the resource request based upon that assessment. In the event resources are unavailable at the OA level, the request is forwarded to the responsible Regional Mutual Aid Coordinator to be filled. • Region Level Requests: The State is geographically divided into six Mutual Aid Regions. For Law Enforcement Mutual Aid, Region I is divided into two subregions. Each Mutual Aid Region is comprised of multiple Operational Areas and has a Regional Mutual Aid Coordinator. The Regional Mutual Aid Coordinator is granted the authority to coordinate the mutual aid response of disciplinespecific resources within the Region to support a mutual aid request by a jurisdiction also within the Region. In the event resources are unavailable at the Region level, the request is forwarded to the State Mutual Aid Coordinator to be filled.
• State Level Requests: On behalf of the Governor, the Director of Cal OES has the responsibility for coordination of state mutual aid resources in support of local jurisdictions during times of emergency. The Director will analyze and coordinate the request by forwarding the request to an unaffected Regional EOC or tasking the appropriate State agency to fill the need.
48 5.4 NIMS, SEMS, and ICS
Emergency management operations for the City are organized under the guidelines established by NIMS, SEMS, and ICS. These emergency management structures and guidelines provide the foundation for all emergency operations, creating a flexible organizational structure that can be adjusted to meet the needs of any incident, regardless of the size, extent, or associated damage. This plan, following the identified emergency management structures and guidelines, serves as a local, city management plan, and nests into and supports the Los Angeles County and Operational Area Response Plan.
The city will manage their internal operations through the implementation of this plan as outlined, and work in support of county operations if necessary. In following these standardized systems, the city EOC is organized into the sections listed below. • Management Staff
• Operations Section
• Planning & Intelligence Section
FIGURE 4: FLOW OF REQUEST AND RESOURCES
49 • Logistics Section
• Administration/Finance Section
Detailed descriptions of the roles of each position in the EOC can be found in Part 2 of this plan.
NIMS is the national standard for incident management operations defined by the FEMA and based on the National Response Framework. NIMS has been adopted by the City by resolution to serve as its incident management system. ICS is the organizational structure within NIMS that defines how emergency management operations will be organized. All state and local jurisdictions are required to prepare, plan, and respond to emergencies based on the NIMS and ICS standards in order to be eligible for federal reimbursement for emergency related costs. Additional details regarding NIMS and ICS can be found online through FEMA’s website.
In addition, the Standardized Emergency Management System (SEMS), based on State of California emergency management standards, has been adopted by the City of San Dimas for managing response to multi agency and multi jurisdiction emergencies, and to facilitate communications and coordination between all levels of the system and among all responding agencies. California Government Code § 8607 requires all local public agencies (cities, special districts, and counties) to respond to emergencies using the SEMS at the scene of a multi-agency emergency and in the EOC.
SEMS defines the organizational structure of local EOCs, reporting to operational area EOCs, which report to Regional EOCs (REOC), to state EOCs, and finally to FEMA. The utilization of SEMS during emergency management and response efforts is required for jurisdictions to be eligible for state reimbursement. Additional information for SEMS can be found online through the California Office of Emergency Services (CalOES) website.
National Incident Management System: The terrorist attacks of September 11, 2001, illustrated the need for all levels of government, the private sector, and nongovernmental agencies to prepare for, protect against, respond to, and recover from a wide spectrum of events that exceed the capabilities of any single entity. These events require a unified and coordinated national approach to planning and to domestic incident management. To address this need, the President signed a series of Homeland Security Presidential Directives (HSPDs) that were intended to develop a common approach to preparedness and response. Two Policy Directives that are of particular importance to emergency planners:
• HSPD-5, Management of Domestic Incidents: Identifies steps for improved coordination in response to incidents. It requires the Department of Homeland Security to coordinate with other federal departments and/or agencies and state, local, and tribal governments to establish a National Response Framework and a National Incident Management System.
• PPD-8, National Preparedness: Describes the way federal departments and agencies will prepare. It requires DHS to coordinate with other federal
50 departments and agencies – and with state, local, and tribal governments to develop a National Preparedness Goal.
Together, the National Incident Management System, National Response Framework, and the National Preparedness Goal define what needs to be done to prevent, protect against, respond to, and recover from a major event; and how well it needs to be done. These efforts align federal, state, local, and tribal entities; the private sector; and nongovernmental agencies to provide an effective and efficient national structure for preparedness, incident management, and emergency response.
The National Incident Management System structure provides a consistent framework for incident management at all jurisdictional levels, regardless of the cause, size, or complexity of the incident, building on the Incident Command System and the National Incident Management System provides the nation’s first responders and authorities with the same foundation for incident management for terrorist attacks, natural disasters, and all other emergencies. The National Incident Management System structure requires the institutionalization of the Incident Command System and its use to manage all domestic incidents.
The National Incident Management System structure integrates existing best practices into a consistent, nationwide approach to domestic incident management that is applicable at all jurisdictional levels and across functional disciplines. Six major components make up the National Incident Management system’s approach:
• Command and Management.
• Preparedness.
• Resource Management.
• Communications and Information Management.
• Supporting Technologies.
• Ongoing Management and Maintenance.
Standardized Emergency Management System: The Standardized Emergency Management System is the cornerstone of California’s emergency response system and the fundamental structure for the response phase of emergency management. The Standardized Emergency Management System required by the California Emergency Services Act for managing multiagency and multijurisdictional response to emergencies in California. The system unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements. The Standardized Emergency Management System incorporates the use of the Incident Command System, California Disaster and Civil Defense Master Mutual Aid Agreement, the Operation Area concept and multiagency or inter-agency coordination. State agencies are required to use the Standardized Emergency Management System and local government entities must use the Standardized Emergency Management System to be eligible for any reimbursement of response-related costs under the state’s disaster assistance programs.
51 Standardized Emergency Management System Organization Levels: There are five Standardized Emergency Management System organizational levels. • State: The State Level of the Standardized Emergency Management System prioritizes task and coordinates state resources in response to the request from the Regional Level and coordinates mutual aid among the mutual aid regions and between the Regional Level and State Level. The State Level also serves as the coordination and communication link between the state and the federal emergency response system. The State Level requests assistance from other state governments through the Emergency management Assistance Compact and similar interstate compacts/agreements and coordinates with the Federal Emergency Management Agency when federal assistance is requested. The State Level operates out of the State Operations Center. At the Federal Level, the National Response Framework identifies the methods and means for federal resources to provide support to the state and local government. Federal resources would be accessed via the Standardized Emergency Management System process through the mutual aid region and State Operations Center. • Region: The Regional Level manages
and coordinates information and
resources among Operational Areas
within the mutual aid region and
between the Operational Area and
the State Level. The Regional Level
also coordinates overall state agency
support for emergency response
activities within the region. California is
divided into three Administrative
Regions – Inland, Coastal and
Southern (see figure 5); which are
further divided into six mutual aid
regions (see figure 3).
• Operational Area: An operational
Area is the intermediate level of the
state’s emergency management
organization, which encompasses a
county’s boundaries, and all political
subdivisions located within that
country, including special districts. The Operational Area facilitates and/or coordinates information, resources, and decisions regarding priorities among local governments within the Operational Area. The Operational Area serves as the coordination and communication link between the Local Government Level and Regional Level, State, Federal and Tribal jurisdictions in the Operational Area may have statutory authorities for response similar to that at the local level. • Local Government (The City): The Local Government Level includes cities, counties and special districts. Local governments are required to use the FIGURE 5: ADMINISTRATIVE REGIONS
52 Standardized Emergency Management System when their Emergency Operations Center is activated, or a local emergency is declared or proclaimed in order to be eligible for state reimbursement of response-related costs. • Field: The Field Level is where emergency response personnel and resources, under the command of responsible officials, carry out tactical decisions and activities in direct response to an incident or threat.
Standardized Emergency Management System Functions: The Standardized Emergency Management System requires that every emergency response involving multiple agencies include the five functions identified in Figure 6: Standardized Emergency Management System Functions. These functions must be applied at each level of the Standardized Emergency Management System organization.
FIGURE 6: STANDARDIZED EMERGENCY MANAGEMENT SYSTEM FUNCTIONS Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the Standardized Emergency Management System Emergency Operations Center levels. Command and Management are further discussed below:
• Command: A key concept in all emergency planning is to establish command and tactical control at the lowest level that can perform that role effectively in the organization. In the Incident Command System, the Incident Commander, with appropriate policy direction and authority from the responding agency, sets the objectives to be accomplished and approves the strategy and tactics to be used to meet those objectives. The Incident Commander must respond to higher authority. Depending upon the incident’s size and scope, the higher authority could be the next ranking level in the organization up to the agency or department executive. This relationship provides an operational link with policy executives who customarily reside in the Department Operations Center of the Emergency Operations Center, when activated.
Command/
Management
Operations Planning &
Intelligence Logistics Finance & Adminstration
53 • Management: The Emergency Operations Center serves as a central location from which multiple agencies or organizations coordinate information collection and evaluation, priority setting and resource management. Within the Emergency Operations Center, the Management function:
• Facilitates multiagency coordination and executive decision making in support of the incident response,
• Implements the policies established by the governing bodies, and • Facilitates the activities of the Multiagency Coordination Group. • Operations: Responsible for coordinating and supporting all jurisdictional operations supporting the response to the emergency through implementation of the organizational level’s Action Plans. At the Field Level, the Operational Section is responsible for the coordinated tactical response directly applicable to, or in support of the objectives in accordance with the Incident Action Plan. In the Emergency Operations Center, the Operations Section Coordinator/Chief manages functional representatives who share information and decisions about discipline-specific operations.
• Logistics: Responsible for providing facilities, services, personnel, equipment, and materials in support of the emergency. Unified ordering takes place through the Logistics Section to ensure controls and accountability over resource requests. As needed, Unit Coordinators are appointed to address the needs for communications, food, medical, supplies, facilities, and ground support. • Planning/Intelligence: Responsible for the collection, evaluation and dissemination of operational information related to the incident for the preparation and documentation of the Incident Action Plan at the Field Level or the Action Plan at an Emergency Operations Center. Planning/Intelligence also maintains information on the current and forecasted situation and on the status of resources assigned to the emergency or the Emergency Operations Center.
As needed, Unit Coordinators are appointed to collect and analyze data, prepare situation reports, develop action plans, set Geographic Information Systems priorities, compile, and maintain documentation, conduct advance planning, manage technical specialists, and coordinate demobilization. • Administration/Finance: Responsible for all financial and cost analysis aspects of the emergency and for any administrative aspects not handled by the other functions. As needed, Unit Leaders are appointed to record time for incident of Emergency Operations Center personnel and hire equipment, coordinate procurement activities, process claims and track costs.
54 The field and Emergency Operations Center functions are illustrated in Table 2: Field and Emergency Operation Center Standardize Emergency Management Functions Comparison.
SEMS Function Field Level EOCs
Command /
Management
Command is responsible for
directing, ordering and/or
controlling resources
Management is responsible for
facilitation of overall policy,
coordination, and support of the
incident
Operations
The coordinated tactical response
of all field operations in accordance
with the Incident Action Plan
The coordination of all jurisdictional
operations in support of the response
to the emergency in accordance
with the Emergency Center Action
Plan
Planning &
Intelligence
The collection, evaluation,
documentation and use of
intelligence related to the incident
Collecting, evaluating, and
disseminating information and
maintaining documentation relative
to all jurisdiction activities
Logistics
Providing facilities, services,
personnel, equipment, and materials
in support of the incident
Providing facilities, services,
personnel, equipment, and materials
in support of all jurisdictional
activities as required
Finance &
Administration
Financial and cost analysis and
administrative aspects not handled
by the other functions
Responsible for coordinating and
supporting administrative and fiscal
consideration surrounding and
emergency incident
TABLE 2: FIELD AND EMERGENCY OPERATION CENTER STANDARDIZE EMERGENCY MANAGEMENT
FUNCTIONS COMPARISON
55 6 Communication
City EOC. Once notified of an emergency or disaster of any size, or of a potential or imminent threat to the city, communications will be established between the City EOC and outside entities, such as field responders, department level personnel, media, or other outside agencies and partners. From the EOC, telephones, cell phones, radios, email, and internet applications (such as WebEOC) are used for direct communications with field responders or outside agencies.
The City EOC can communicate with the OA EOC to access the State OASIS satellite system. OASIS can support the operational area entities by allowing for direct satellite communication with the State’s Regional EOC (REOC), and the State Operations Center (SOC). OASIS voice transmission works like a standard telephone and data transmission is similar to a computer modem.
City Operations and Responders. The City operational staff in the field implement interoperable communications through the use of 800 MHz radios to facilitate communications with all responding departments and city entities. Alternate forms of communications such as the use of cell phones, text messaging, email, amateur radio etc., may be utilized if determined necessary. The use of the interoperable radio system allows for communications between DOCs, EOCs, and the Incident Command Post (ICP) that is located near the site of a field emergency incident. DOCs and dispatch centers for private entities (i.e., private EMS providers) are responsible for maintaining communications with the City EOC when it is activated.
Notification and Warning. In addition to an effective communication capability, government must have an effective means to provide warning alerts to the populations impacted or at risk as the result of an emergency. The primary alert and warning systems designed to provide San Dimas residents with emergency information is Rave Mobile Alerts. This web and mobile base application allows City public safety officials to reach residents directly on their mobile phone or other devises by push notifications.
Other alert systems available to use are Emergency Alert System (EAS), Alert LA County System and Cal OES’s Emergency Digital Information System (EDIS). Special broadcasts or simply driving up and down the streets using the public address system can also be conducted to notify and warn citizens. In addition, posting critical information to social media platforms enables community members to share City notifications to extend reach to others in the community. Police and Fire may be required to disseminate emergency warnings to the public who cannot be reached by primary warning systems.
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57 7 Information Collection, Analysis and Distribution
Before an Incident. Information is often provided before an incident occurs. Sources may include weather reports, National Oceanic Atmospheric Administration (NOAA) alerts, levee monitoring data, crime reports, credible threats of intentional events, and others. Advanced notice information can be used to activate the EOC, prepare emergency management and response personnel, and provide information to the city population. This advanced information can increase the preparedness level of emergency management and response personnel, ensuring the number of responders and material resources needed for response operations. Advanced information is also used to notify people that might be living in harm’s way, and supports individuals and their families with preparing for, or evacuating from, the hazardous situation. Early information can greatly reduce the numbers of people who might otherwise be harmed by the emergency event.
During an Incident. Information collected during the incident assists in determining the correct course of action and emergency management decisions. Information is collected from field responders, DOCs, private entities, the media, social media, community members, and a variety of other sources. All information collected from open-source public resources will be analyzed for accuracy, processed through rumor control, and documented by the respective EOC sections, branches, and units. All information documentation will be provided to the Situation Unit in the Planning Section of the EOC for inclusion in the EOC Action Plan.
The use of Actions Plans in the City Emergency Operations Center provides a clear and measurable process for identifying objectives and priorities for a given event. Action Planning is an important management tool that involves:
• Process for identifying priorities and objectives for emergency response or recovery efforts, and
• Plans which document the priorities and objectives and the task and personnel assignments associated with meeting the objectives.
The Action Planning process should involve the Emergency Operations Center Director and Section Chiefs/Coordinators (one from each Section) along with other Emergency Operations Center staff, as needed, such as agency representatives.
The initial Emergency Operations Center Action Plan may be a verbal plan that is developed during the first hour or two following Emergency Operations Center action.
A verbal plan may also be utilized for incidents involving a limited scope, short duration (less than 12 hours) and/or a limited number of response personnel. An Emergency Operations Center Action Plan will be developed whenever the Emergency Operations Center is activated, either partially or fully. A written Emergency Operations Center Action Plan is required whenever:
• Two or more agencies are involved in the response,
• The incident overlaps more than one operational period, or
58 • All Emergency Operations Center functions are fully staffed.
The Emergency Operations Center Action Plan addresses a specific operational period, which may vary in length from a few hours to days depending on the circumstances.
The plan should be regularly reviewed and evaluated throughout the operational period and revised or updated as warranted.
The Planning Section Chief/Coordinator, with input from the EOC Manager/Director, EOC Coordinator, and the Operations Section Chief/Coordinator, establishes the schedule and cycle for planning and situation information dissemination. Initially, meetings may be conducted every few hours or several times each day. Over time, meetings may be held twice each day, and then daily, depending on the level of operations.
In addition, all EOC situation status reports and EOC Action Plans will be developed and presented for the purpose of information sharing at scheduled meetings during each EOC operational period. Information may also be sent to City departments, Emergency Operations Center personnel, the Operational Area, and other key agencies using the City’s Emergency reporting system, OASIS, radio, telephone, email, internet, or fax.
Regardless of the method of communication, all data should be verified prior to transmission. If unverified data must be transmitted, it should be clearly designated as unconfirmed information.
The City uses EOC forms found in part two of this plan to record and report information.
After an Incident. Information collected throughout emergency operations will be documented by members of the Planning Section. This information will be used during the recovery phase of the emergency to develop a history of actions and expenditures related to the disaster. Information will also be used for the development of the afteraction report that is used to document effective practices, archive effective tools, note areas in which EOC personnel saw need for additional training or tools, and document areas for program enhancements. In addition, the city and other agencies, entities, and organizations involved in the emergency management and response operations will collect information related to their respective after-effects of the incident, such as social and economic impacts, relief support provided, and ongoing recovery operations.
Emergency Public Information. Emergency Public Information is a priority of most importance during emergencies and disasters. City government has a primary responsibility to provide accurate and timely information to the public regarding conditions, threats, and protective measures. To avoid conflicts and confusion, the Emergency Public Information function operates best when centralized and coordinated among all involved jurisdictions, agencies, and organizations.
59 8 Administration, Finance and Logistics
8.1 Administration
Emergency management operations supporting administration, finance, and logistical processes will be primarily conducted within the Logistics and Finance Sections of the EOC and will include the following considerations:
• Tracking and documentation of expenses,
• Documentation of all actions taking during emergency operations, • Procuring necessary equipment, resources, and additional support, • Tracking and documentation of city employee working hours, • Documentation of city employee working hours,
• Managing continuity of operations (COOP) for the city, • Developing staff rotation schedules for extended operations, • Managing compensation and claims related to emergency operations, • Tracking and documenting of the deployment and utilization of resources, • Managing additional staff and volunteers to support emergency operations, • Managing both financial and in-kind donations,
• Overseeing and managing information technology components and issues as they arise, and
• And other actions as determined appropriate.
8.1.1 City Emergency Operations Policy Statement
Limitations: Due to the nature of emergency response, the outcome is not easy to predict. Therefore, it should be recognized that this plan is meant to serve as a guideline and that the outcome of the response may be limited by scope, magnitude, and duration of the event.
Suspension of Routine Activities and Availability of Employees: Day-to-day functions that do not contribute directly to the disaster operation may be suspended for the duration of an emergency. Efforts normally required for routine activities may be redirected to accomplish emergency tasks. During an emergency response, City employees not otherwise assigned emergency disaster related duties will, unless otherwise restricted, be made available to augment the work of their department, or other City departments, if required.
Households of Emergency Response Personnel: City employees may not be at peak efficiency or effectiveness during a disaster if the status of their households is unknown or in doubt. Employees who are assigned disaster response duties are encouraged to make arrangement with other employees, friends, neighbors, or relatives to check on their immediate families in the event of a disaster and to communicate that information to the employee through the City Emergency Operations Center.
60 Non-Discrimination: All local activities will be carried out in accordance with federal nondiscrimination laws. It is the City’s policy that no service will be denied on the basis of race, religion, national origin, age, sex, marital status, veteran status, sexual orientation of the presence of any sensory, mental or physical disability.
Citizen Preparedness: This plan does not substitute government services for individual responsibility. Citizens are expected to be aware of developing events and take appropriate steps to respond in a safe and timely manner. Since the City’s resources and personnel may be overwhelmed at the onset of a disaster event, individuals and organizations should be prepared to be self-sufficient following a disaster. The City of San Dimas will make every effort to provide information to the public via the media and other sources to assist citizens in dealing with the emergency.
8.1.2 Disaster Service Workers
Under California Government Code, Section 3100-3109, all public employees are obligated to serve as Disaster Service Workers. Public employees (civil service) are all persons employed by any county, city, state agency or public district in the State of California. Disaster Service Workers provide services and support during declared emergencies or disasters.
In the event of a major emergency or disaster, City employees may be called upon to perform certain duties in support of emergency management operations, such as:
serve in a position in the Emergency Operations Center, support shelter operations, or work at a logistics base in the field.
• City employees may be required to work at any time during a declared emergency and may be assigned to disaster service work. • Assignments may require service at locations, times and under conditions other than normal work assignments.
• Assignment may include duties within the Emergency Operation Center, in the field or at another designated location.
Under no circumstances will City employees that do not usually have a response role in their day-to-day responsibilities be asked to perform duties or functions that are hazardous, that they have not been trained to perform or are beyond their recognized capabilities.
8.1.3 Documentation
The Emergency Operations Center Finance/Administration Section will be responsible for maintaining records on damage assessment expenditures, recovery cost expenditures, insurance related documents, personnel overtime and other cost associated with the emergency.
61 The Emergency Operations Center Planning Section will maintain copies of documents that are integral to Emergency Operation Center functions such as Emergency Operation Center Action Plans, Situation Status Logs, Position Logs etc. that together make up the history and chronology of the emergency events.
8.2 Finance
In the case of a major disaster, the Emergency Operations Center will support County, state, and federal entities with cost recovery efforts, if requested and as able. City citizens may benefit from the Small Business Administration, and the City may benefit from the State and/or the Federal Emergency Management Agency Public Assistance Program. The City may assist the citizenry with public service announcement regarding support available as unemployment benefits, worker’s compensation, and insurance benefits.
8.2.1 Expenditure Tracking
The City may be reimbursed for insurance, state and/or federal sources for disasterrelated expenses. The purpose of this section is to provide guidance on the recordkeeping requirements for claiming such expenses.
8.2.2 Eligible Expenses
Eligible costs are extraordinary costs incurred while providing emergency services required by the direct impact of a declared disaster and which service is the responsibility of the applicant agency. Eligible costs are generally considered to be the net costs over and above any increased revenue or subsidy of the emergency service.
Ineligible expense includes costs for standby personnel and/or equipment and lost revenue.
8.2.3 Recordkeeping Requirements
State and federal governments require detailed information to support claims for reimbursement. Funding will be approved or denied based upon the information supplied by applicant agencies. Documentation supporting all cost claimed will be required, and all information must relate back to individual original source records. The following guidelines should be followed when documenting disaster-related reimbursable expenses:
• Costs and revenue associated with emergency operations should be segregated from normal operating expenses.
• Separate records should be maintained for each vehicle and piece of heavy equipment used for emergency operations.
62 • Vehicles and equipment documentation should include the times and/or hours operated by location and operator.
• Vehicle operating expenses should include fuel, tires, and maintenance. • Labor costs should be compiled separate from vehicle and/or equipment expenses.
• Equipment documentation should include exactly where the equipment was used and for what; hours and minutes used; and the name of the equipment operator if applicable.
• Revenues and subsidies for emergency operations must be subtracted from any costs claimed.
• Requisitions, purchase orders, and invoices must be maintained for all supplies, materials and equipment expenses claimed.
• Costs for supplies and materials must include documentation of exactly where resources were used and for what purpose.
• All non-competitive procurements must be justified.
Expenditure tracking should commence upon notice or obvious occurrence of disasters that require. The following section focuses on logistics and resource management, priorities, and requests.
8.3 Logistics
8.3.1 Resource Management
The resource management function describes the system that will be utilized for identifying available resources within the City to enable timely, efficient, and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under the National Incident Management System (NIMS) includes mutual aid and assistance agreements, the use of special federal, state, territorial, tribal, and local teams, and resource mobilization protocols. This function specifically includes the management of personnel for emergency management operations and addresses necessary coordination efforts with local jurisdictions to secure necessary support and resources.
8.3.2 Resource Priorities
When activated, the City Emergency Operations Center establishes priorities for resource allocation during the emergency. All City resources are considered part of a pool, which may be allocated by the Emergency Operations Center to fulfill priority missions. Each department retains control of its non-assigned resources until released for an emergency assignment by the Emergency Operations Center.
63 8.3.3 Resource Requests
Resource requests will be made through one of the following processes:
• Discipline-specific (usually Fire and Law) mutual aid systems: Request for resources that are normally within the inventories of the mutual aid system will go from local coordinator to Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordination.
• All other resource requests will be made through the logistics function at each level.
Resource requests from the City will be coordinated with the Los Angeles Operational Area Emergency Operations Center to determine if the resource is available internally or other more appropriate sources located within the Operational Area. Emergency Management Mutual Aid Coordinators at each level will keep the Operations Chief informed of the status of resource request and allocations. Coordinators at each level will communicate and coordinate with each other to maintain status on resource requests and allocation within the disaster area.
Resource request from the City Emergency Operations Center to the Los Angeles Operational Area Emergency Operations Center may be verbally requested and then documented. Available resources will be allocated to the requesting local government, if request for a specific resource exceed the supply, the available resources will be allocated consistent with the priorities established through the action planning process.
The Section Chiefs in the Emergency Operations Center are responsible for ensuring that priorities are followed.
Resource requests for equipment, personnel, or technical assistance not available to the City should be coordinated with the Los Angeles County Emergency Operations Center to the Southern Region Regional Emergency Operations Center. Once the request is coordinated, approved and resources deployed, planning in coordination with various Operational Branches is responsible for tracking the resources.
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65 9 Plan Development and Maintenance
This section of the City EOP discusses the overall approach to plan development and maintenance responsibilities.
This plan is developed under the authority conveyed to the City Manager’s Office in accordance with the City’s Emergency Organization who has the primary responsibility for ensuring that necessary changes and revisions to this plan are prepared, coordinated, published, and distributed. The City uses the planning process prescribed by the Federal Emergency Management Agency and the State of California. This Plan and supporting documentation are reviewed and updated on a regular basis. The review and updates are coordinated with City Departments and the City’s County of Los Angeles DMAC.
9.1 Administrative Practices
Adherence to standard administrative and financial procedures is critical to ensure resources and funding to support response and recovery activities are accurately tracked and accounted for. Standard administrative and financial practices also support proper cost accounting in order to obtain any reimbursement provided through disaster assistance programs.
The City follows the administrative practices required by state law and the SEMS Guidelines in Part III of the SEMS Guidelines documents California’s Emergency Management administrative practices.
9.2 Standard Operating Procedures (SOP)
This Plan is intended to be used in conjunction with County, operational area, and State plans and associated SOPs. Where supporting plans are inconsistent with the general principles described in the State Emergency Plan, the state plan will supersede supporting plans.
SOPs provide the purpose, authorities, duration, and details for the preferred method or performing a single function or several interrelated functions in a uniform manner. SOPs must also facilitate the need to carry out actions under conditions that may not have been anticipated when the SOP was drafted. For example, it may be necessary to consider alternative procedures that solve a problem in order to perform in a more time-efficient or cost-efficient way. It is clear; therefore, some procedures may need to be suspended, relaxed, or made operational under threat of disaster. However, such action should be carefully considered, and the consequences should be projected realistically.
66 9.3 Training and Exercises
All City department personnel that are designated responsible for staffing the EOC are required to complete training related to emergency management operations. All designated personnel will be provided a copy of this plan (as noted in the Record of Distribution section of this plan) and are required to read and become familiar with the plan.
The Coordinator of Emergency Services will be responsible for ensuring plan reviews, trainings and exercises are conducted accordingly.
Partner jurisdictions and agencies having assigned responsibilities under this plan must ensure their assigned personnel are properly trained to carry out identified responsibilities. Individual jurisdictions and agencies are responsible for maintaining their own plans, training, and program maintenance.
Additionally, the City may opt to have certain EOC personnel participate in the CalOES EOC credentialing program, which credentials EOC staff in specific EOC positions and helps ensure that personnel possess the minimum knowledge, skills, and experience necessary to execute emergency management EOC activities safely and effectively.
Additional information on the CalOES EOC credentialing program can be found at:
https://www.caloes.ca.gov/cal-oes-divisions/california-specializedtraininginstitute/credentialing-certificate-programs/eoc-position-credentialing-program Training and exercises involve a variety of scopes, scales, and participation. Such training events include the following:
Drills. A drill is a small, organized exercise that tests one specific action, such as evacuation of a building, or a sheltering-in-place.
Tabletop exercises. A tabletop exercise is a discussion-based exercise in a low-stress environment to discuss a possible emergency scenario.
Functional exercise. A functional exercise is an activity designed to exercise a single function, or multiple functions through the simulation of a realistic scenario. The functional exercise is designed to simulate real conditions in the EOC, and as such as time constraints on decision making and, by its nature, allows for a more stressful environment.
Full-scale exercise. A full-scale exercise is an activity involving multiple agencies, jurisdictions, entities, organizations, etc., and exercising multiple functions through the simulation of a realistic scenario. This exercise includes the mobilization and utilization of city resources.
9.4 Essential Records Retention
67 Maintenance of administrative records continues through all phases of an emergency. In preparation for an emergency, training and appropriate forms are provided to the City’s emergency response organization. During a response, entities ensure adequate documentation is collected through the EOC Administration/Finance Section’s Documentation Unit. Documentation should include reports of personnel activities, use of equipment, and expenditures for the emergency. Finally, after the response has been terminated, records should be protected and maintained for audit purposes. The Cost Unit is responsible for cost recovery records and assisting in collecting any missing information. Problem areas are identified, corrective measures taken, and employees retrained in the proper, updated procedures.
9.5 After Action Reports and Corrective Actions
SEMS regulations require local government agencies to complete an After-Action Report (AAR) for each Governor proclaimed emergency. After an incident or from a gubernatorial proclamation, the AAR is completed within 120 days. Furthermore, SEMS regulations under Title XIX, Division 2, Chapter 1, Section 2450(a) requires any federal, state, or local jurisdiction proclaiming or responding to a Local Emergency for which the governor has declared a State of Emergency or State of War Emergency shall complete and transmit an AAR to Cal OES within 90 days of the close of the emergency period.
The identification of corrective actions is critical to the AAR process. Jurisdictions are strongly encouraged to make recommendations for correcting problems noted in the response/recovery effort, or during exercises and training. Corrective actions may encompass anything from detailed recommendations for improving individual agency plans and procedures to broader system-wide improvements. Corrective actions are assigned to relevant stakeholders and tracked to ensure the identified problem has been addressed.
The AAR will provide, at a minimum:
• Response actions that were taken.
• Application of SEMS during response.
• Necessary modifications to plans and procedures that are needed. • Lessons learned.
• Noted areas of improvement.
• Best practice implementations proposed.
• Training needed.
• Recovery activities conducted to date.
• Additional information as appropriate.
68 Findings and recommendations in the contents of the AAR will be used to further develop and update the city EOP, as necessary. AAR development will include the input of all personnel involved in the incident or exercise.
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70 10 Authorities and References
FEDERAL
Authorities
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, 42 U.S.C. 5121, et seq., as amended
• Homeland Security Presidential Directive 5, Management of Domestic Incidents, February 28, 2003
• Homeland Security Presidential Directive 8, National Preparedness, December 17, 2003
• The Code of Federal Regulations, Title 44, Chapter 1, Federal Emergency Management Agency, October 1, 2007
• Public Law 920, Federal Civil Defense Act of 1950, as amended • Public Law 84-99, U.S. Army Corps of Engineers - Flood Fighting • Public Law 93-288, Federal Disaster Relief Act of 1974 • Public Law 107-188, Bio-terrorism Act, June 2002
• Public Law 107-296, Homeland Security Act, January 2002 • Executive Order 13228, Office of Homeland Security, October 8, 2001 • Executive Order 13231, Critical Infrastructure Protection, October 16, 2001 • Executive Order 13234, Citizens Prepared, November 9, 2001 • Presidential Decision Directive 39 - U.S. Policy on Counterterrorism, June 1995 • Presidential Decision Directive 62 - Combating Terrorism, May 1998 • Presidential Decision Directive 63 – Critical Infrastructure Protection, May 1998 • National Security Presidential Directive 17 - National Strategy to Combat Weapons of Mass Destruction
References
• National Response Framework (as revised)
• National Incident Management System
• Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans, November 2020, Version 3.0 (draftv0.5)
STATE
Authorities
• California Disaster Assistance Act, California Government Code Section 8680 et. seq. • California Disaster and Civil Defense Master Mutual Aid Agreement • California Government Code, Title 1, Chapter 4, Division 8, Section 3100 - Disaster Service Workers
• California Government Code, Title 1, Chapter 4, Division 8, Section 8635 - Continuity of Government
71 • California Government Code, Title 2, Division 1, Chapter 7 – California Emergency Services Act
• California Government Code, Title 19, Division 2 – Standardized Emergency Management System
• California Water Code, § 128-Department of Water Resources - Flood Fighting References
• Standardize Emergency Management System
• California Disaster Assistance Act
• California State Emergency Plan, October 1, 2017
COUNTY
Authorities
• Los Angeles County Emergency Services Code of Ordinances Chapter 2.68 as amended
References
• Los Angeles County Operational Area Emergency Response Plan, June 2012 • Public Draft - 2019 County of Los Angeles All-Hazards Mitigation Plan, 2019
CITY OF SAN DIMAS
Authorities
• City Resolution No. x adopting the Emergency Operations Plan, Basic Plan, on Month DD, YYYT.
• City of San Dimas, Municipal Code, Title 8 (Health and Safety), Chapter 8, Article 28 (Emergency Organization, Functions, and Services)
8.28.010 Purposes
8.28.020 Definitions
8.28.030 Disaster council - Membership
8.28.040 Disaster council – Powers and duties
8.28.050 Director and assistant director of emergency services
8.28.060 Powers and duties of the director and assistant director of emergency services
8.28.070 Emergency organization
8.28.080 Emergency Plan
8.28.090 Expenditures
8.28.100 Punishment o violations
72 References
• City Resolution No.2021-22 adopting the Community Emergency Response Team (C.E.R.T.) and their guidelines, on April 27, 2021
• City Resolution No. XX 2005 adopting the Multi-Jurisdictional Hazard Mitigation Plan on xxx, 2005
• City Resolution No. X adopting the Emergency operations Plan: Basic Plan and Part two on, 2018
73 11 Appendix A - Acronyms
Action Plan (AP)
After Action Report (AAR)
California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA) California Disaster Assistance Act (CDAA)
California Emergency Services Act (ESA)
Community Emergency Response Team (C.E.R.T.)
Continuity of Government (COG)
Continuity of Operations (COOP)
Department Operations Center (DOC)
Emergency Management Assistance Compact (EMAC)
Emergency Operations Center (EOC)
Emergency Operations Plan (EOP)
EOC Action Plan (EAP)
Incident Action Plan (IAP)
Incident Commander (IC)
Incident Command Post (ICP)
Incident Command System (ICS)
Joint Information Center (JIC)
Multiagency Coordination Group (MAC Group)
Multiagency Coordination System(s) (MACS)
Multi-year Training and Exercise Plan (MYTEP)
National Incident Management System (NIMS)
National Response Framework (NRF)
Operational Area (OA)
Public Information Officer (PIO)
Regional Emergency Operations Center (REOC)
The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) Standard Operating Procedure (SOP)
Standardized Emergency Management System (SEMS)
State Operations Center (SOC)
74
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76 12 Appendix B – Glossary of Terms
Action Plan (AP): See EOC Action Plan and Incident Action Plan.
Activation: 1) Initial activation of an EOC may be accomplished by a designated official of the emergency response agency that implements SEMS as appropriate to accomplish the agency's role in response to the emergency. 2) An event in the sequence of events normally experienced during most emergencies.
After Action Report (AAR): A report that examines response actions, application of SEMS, modifications to plans and procedures, training needs, and recovery activities.
AARs are required under SEMS after any emergency that requires a gubernatorial state of emergency proclamation. Local government AARs must be submitted to Cal OES within 90 days.
Agency: A division of government with a specific function offering a particular kind of assistance. In the Incident Command System (ICS), agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance). Governmental organizations are most often in charge of an incident, though in certain circumstances private sector organizations may be included. Additionally, Non-Governmental Organizations (NGO) may be included to provide support. All-Hazards: Any incident, natural or humancaused, that warrants action to protect life, property, environment, public health, or safety, and minimize disruptions of government, social, or economic activities.
California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA): An agreement entered by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and public agencies of the State of California to assist each other by providing resources during an emergency. Mutual Aid occurs when two or more parties agree to furnish resources and facilities and to render services to each other in response to any type of disaster or emergency. California Emergency Support Functions (CA-ESF): The CA-ESFs are a grouping of State agencies, departments, and other stakeholders with similar functional activities/responsibilities whose responsibilities lend to improving the state’s ability to collaboratively prepare for, effectively mitigate, cohesively respond to, and rapidly recover from any emergency. CA-ESFs unify a broad-spectrum of stakeholders with various capabilities, resources, and authorities to improve collaboration and coordination for a particular discipline. They also provide a framework for the state government to support regional and community stakeholder collaboration and coordination at all levels of government and across overlapping jurisdictional boundaries.
California Emergency Services Act (ESA): An Act within the California Government Code to ensure preparations within the state will be adequate to deal with natural, human-caused, or war-caused emergencies which result in conditions of disaster or in extreme peril to life, property, and the natural resources of the state, and generally to
77 protect the health and safety and preserve the lives and property of the people of the state.
Catastrophe: Any natural or human-caused incident, including terrorism that results in extraordinary levels of mass casualties, damage, or disruption severely affecting the population, infrastructure, environment, economy, national morale, and/or government functions.
Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority.
Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the SEMS EOC levels.
Command Post: See Incident Command Post.
Command Staff: The Command Staff at the SEMS Field Level consists of the Information Officer, Safety Officer, and Liaison Officer. They report directly to the Incident Commander. They may have an assistant or assistants, as needed. These officers are also found at the EOC levels in SEMS and they report directly to the EOC Director and comprise the Management Staff. They may have an assistant or assistants, as needed.
Communications: Process of the transmission of information through verbal, written, or symbolic means.
Continuity of Government (COG): Activities that address the continuance of constitutional governance. COG planning aims to preserve and/or reconstitute the institution of government and ensure that a department or agency’s constitutional, legislative, and/or administrative responsibilities are maintained. This is accomplished through succession of leadership, the pre-delegation of emergency authority, and active command and control during response and recovery operations.
Continuity of Operations (COOP): Planning should be instituted, including all levels of governments, across the private sector and non-governmental organizations as appropriate, to ensure the continued performance of core capabilities and/or critical government operations during any potential incident.
Coordination: The process of systematically analyzing a situation, developing relevant information, and informing appropriate command authority of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process (which can be either intra- or inter-agency) does not involve dispatch actions. However, personnel responsible for coordination may perform command or dispatch functions within the limits established by specific agency delegations, procedures, legal authority, etc.
Multiagency or interagency coordination is found at all SEMS levels.
78 Coordination Center: Term used to describe any facility used for the coordination of agency or jurisdictional resources in support of one or more incidents.
Corrective Actions: Implementing procedures based on lessons learned from actual incidents or from training and exercises.
Cost Unit: Functional unit within the Finance/Administration Section responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost-saving measures.
Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters.
Demobilization: The orderly, safe, and efficient return of an incident resource to its original location and status.
Department Operations Center (DOC): An Emergency Operations Center (EOC), specific to a single department or agency where the focus is on internal agency incident management and response. They are often linked to and, in most cases, are physically represented in a combined agency EOC by authorized agent(s) for the department or agency.
Disaster: A sudden calamitous emergency event bringing great damage, loss, or destruction.
Division: The partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Section Chief. A Division is located within the ICS organization between the Branch and resources in the Operations Section.
Documentation Unit: Functional unit within the Planning/Intelligence Section responsible for collecting, distributing, recording, and safeguarding all documents relevant to an incident or within an EOC.
Emergency: Any incident(s), whether natural or human-caused, that requires responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the President, federal assistance is needed to supplement state and local efforts and capabilities to save lives, protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States.
Emergency Management Assistance Compact (EMAC): A congressionally ratified organization that provides form and structure to interstate mutual aid. Through EMAC, a disaster-affected state can request and receive assistance from other member states quickly and efficiently, resolving two key issues upfront: liability and reimbursement.
79 Emergency Management Community: The stakeholders in emergency response in California including the residents of California, the private sector and federal, state, local, and tribal governments.
Emergency Operations Center (EOC): The physical location at which the coordination of information and resources to support incident management (on-scene operations) activities normally takes place. An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOC may be organized by major functional disciplines (e.g., fire, law enforcement, and medical services), by jurisdiction (e.g., federal, state, regional, tribal, city, county), or some combination thereof.
Emergency Operations Plan (EOP): The ongoing plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards.
Emergency Response Agency: Any organization responding to an emergency, or providing mutual aid support to such an organization, whether in the field, at the scene of an incident, or to an operations center.
Emergency Response Personnel: Personnel affiliated with or sponsored by emergency response agencies.
EOC Action Plan: The plan developed at SEMS EOC levels, which contains objectives, actions to be taken, assignments, and supporting information for the next operational period.
Essential Facilities: May include facilities such as law enforcement, fire, emergency operations centers, schools, medical facilities, and other resources that have a role in an effective and coordinated emergency response.
Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas and their reception and care in safe areas.
Federal: Of or pertaining to the federal government of the United States of America.
Finance/Administration Section: The section responsible for all administrative and financial considerations surrounding an incident or EOC activation.
Function: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics and Finance/Administration. The same five functions are also found at all SEMS EOC Levels. At the EOC, the term Management replaces Command. The term function is also used when describing the activity involved, (e.g., the planning function). A sixth function, Intelligence/Investigations, may be established, if required, to meet emergency management needs.
Group: Established to divide the incident management structure into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups, when activated, are located between branches and resources in the Operations Section. See Division.
80 Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.
Incident: An occurrence or event, natural or human-caused, which requires a response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, war-related disasters, public health and medical emergencies, and other occurrences requiring an emergency response.
Incident Action Plan (IAP): An oral or written plan containing general objective reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods. At the SEMS EOC Level, it is called the EOC Action Plan.
Incident Command: Responsible for overall management of the incident and consists of the Incident Commander, either single or unified command, and any assigned supporting staff.
Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics, and the ordering and the release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.
Incident Command Post (ICP): The field location where the primary functions are performed. The ICP may be co-located with the incident base or other incident facilities.
Incident Command System (ICS): A standardized on-scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field-level incident management operations.
Information: Pieces of raw, unanalyzed data that identifies persons, evidence, events; or illustrates processes that specify the occurrence of an event. May be objective or subjective and is intended for both internal analysis and external (news media) application. Information is the “currency” that produces intelligence.