Quimby funds, and Measure M Parks funds. This was previously budgeted in the project budget for the 24-25 fiscal year, and will be funded more specifically out of the Parks CIP Engineering Design (304-50000-702-70702), which has a current available budget of $67,154.36 as of 7/30/2024.
Environmental Review Status
Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Attachments
Resolution - Landculture LLP
LandCulture Task Order
Alignment with Council Goals:
PARKS AND RECREATION/COMMUNITY SERVICES
Agenda Item #7.10:
City of Sonoma
RESOLUTION # ______- 2024
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SONOMA AUTHORIZING THE CITY MANAGER TO EXECUTE A TASK ORDER NOT TO EXCEED $51,845 WITH
LANDCULTURE, LLP, PREVIOUSLY DOING BUSINESS AS ANN BAKER LANDSCAPE ARCHITECT, FOR PHASE TWO OF CIP PROJECT NO. P-8, OLSEN PARK RENOVATIONS WHEREAS the City adopted a 5-Year Capital Improvement Program that included P-8, Olsen Park Renovations; and
WHEREAS, LandCulture, LLP, previously doing business as Ann Baker Landscape Architect (ABLA), has been awarded an on-call contract with the City after a competitive bidding process; and
WHEREAS, LandCulture, LLP has already completed Phase 1 of this project, which included site analysis, community participating in design, and a concept plan; and WHEREAS, the current concept plan included a cost estimate that was approximately $100,000 over the City’s project budget; and
WHEREAS, this task order includes a redesign to adjust the cost estimate, and Phase 2 of this project, which includes construction documents for City Council approval, bidding, and construction; and
WHEREAS, P-8 has a 24-25 project budget of $250,166 which will be funded out of Parks Design Engineering Budget (304-50000-702-70702) which has an available budget of $70,000.
NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Sonoma hereby authorizes the City Manager to execute a Task Order with LandCulture, LLP not to exceed $51,845.
PASSED, RESOLVED, AND ADOPTED, at a Regular meeting of the City Council of the City of Sonoma on this 21st day of August 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
__________________________________
John Gurney, Mayor
ATTEST:
__________________________________
Rebekah Barr, MMC, City Clerk
Agenda Item #7.10:
TASK ORDER NO. 2024-__
CITY OF SONOMA
AND
LANDCULTURE LLP
OLSEN PARK RENOVATION PROJECT
PROJECT NO. _____
SECTION 1 - PURPOSE
The City of Sonoma (“the City”) would like to renovate Olsen Park and involve the community in the redesign. The City would like to redesign the following elements:
replace the playground surface, improve the picnic area with new accessible surfacing and shade structure or trees, add a privacy fence on the north side, remove shrubs that inhibit sight lines, replace unhealthy trees and add new trees with appropriate ground cover, replace unused turf areas with low maintenance ground covers. LandCulture LLP, previously doing business as Ann Baker Landscape Architecture (“ABLA”), has completed the first phase of work consisting of site analysis, community participating in design, and concept plan development. The City has requested that LandCulture LLP develop a set of landscape construction documents for the approved design for council approval, bidding, and construction.
The purpose of this Task Order is to authorize and direct LandCulture LLP to proceed with the work specified in Section 2 below in accordance with the provisions of the AGREEMENT between the City of Sonoma (“The City”) and ABLA (“Consultant”) which has been assigned to LandCulture LLP as the successor business entity to ABLA.
SECTION 2 - SCOPE OF WORK
The items authorized by this Task Order are presented in Exhibit C - Scope of Services, but are generally described as the development of construction plans for landscape improvements for Olsen Park based on the approved conceptual design.
SECTION 3 - COMPENSATION AND PAYMENT
Compensation shall be as provided in the AGREEMENT between the parties hereto referenced in SECTION 1 above. The total cost of services as set for in SECTION 2 shall be fixed fee for design tasks and actual costs (time and materials) for permit revisions, bidding and construction phase services based on Consultant’s standard Agenda Item #7.10:
LandCulture Task Order and Scope of Services 2
labor rates in accordance with the provisions of the AGREEMENT and detailed in Exhibit D for an estimated fee of $51,845.
Consultant design services will be billed to City account: _______________________In fiscal years 24/25 and 25/26.
SECTION 4 - TIME OF PERFORMANCE
The work described in SECTION 2 shall be completed in accordance with the milestone schedule generally described in Exhibit A or as extended by the City’s Project Manager.
SECTION 5 - ITEMS AND CONDITIONS
All items and conditions in the AGREEMENT for professional services between the City of Sonoma and ABLA, now doing business as LandCulture LLP, are incorporated by reference. City and LandCulture LLP acknowledge and agree that all services provided under this task order are design and/or professional services and will be performed under the responsible charge of an individual registered as a professional landscape architect in California.
Approved this ________ day of __________ 2024
CITY OF SONOMA
_________________________
David Guhin
City Manager
LandCulture LLP
____________________
Ann Baker, LA
Partner
Agenda Item #7.10:
LandCulture Task Order and Scope of Services 3
EXHIBIT C
City of Sonoma - Scope of Services
Olsen Park Renovation
I. Scope of Work
Task 2 Construction Documents
Subtask 2.01 Kick Off Meeting - Review Project Scope and Fee LandCulture LLP will participate in a kick-off meeting for the construction document phase.
Deliverables: Meeting Notes
Subtask 2.02 50% Construction Plan Set
LandCulture LLP will develop a 50% set of construction plans and details.
Deliverables: 50% Construction Plan Set
Subtask 2.03 Client Meeting 1
LandCulture LLP will review the 50% set construction documents with Client and design team for feedback and direction.
Deliverables: Meeting Notes, redlined 50% plan set
Subtask 2.04 90% Construction Plan Set
LandCulture LLP will develop a 90% set of construction documents including draft specifications.
Deliverables: 90% Construction Plan Set and draft specifications Subtask 2.05 Cost Opinion
LandCulture LLP will develop revised cost opinions based on the 50%, 90% and 100% construction plans.
Deliverables: Cost Opinions
Subtask 2.06 Client Meeting 2
LandCulture LLP will review the 90% set construction documents with Client and design team for feedback and direction.
Deliverables: Meeting Notes, redlined 90% plan set
Subtask 2.07 Permit Submittal 1
LandCulture LLP will develop a 100% set of construction documents for the landscape construction. This will include landscape layout plans, sections and details, irrigation Agenda Item #7.10:
LandCulture Task Order and Scope of Services 4
plans and details, planting plans and details, technical specifications, and MWELO documentation.
Deliverables: Building Permit Submital 1
Subtask 2.08 City Council Meeting
LandCulture LLP will create a Bid Set of construction documents for landscape construction. This will include landscape layout plans, elevations, sections and details, irrigation plans and details, planting plans and details, landscape lighting plans and details, technical specifications, and MWELO documentation.
Deliverables: Presentation of Permit Set 1 Plans for City Council Subtask 2.09 Project Coordination
LandCulture LLP will meet with the project team on a weekly basis, coordinate with agency staff and prepare meeting agenda and minutes on an ongoing basis.
Task 3 Bidding & Construction Phase Services (Time and Materials with an Estimated Fee)
Subtask 3.01 Bidding Assistance (T&M)
Consultants will provide a Contractor Bid Walk, and responses to bidder questions.
Deliverables: Bid Walk Agenda, Bid Walk, Addenda
Subtask 3.02 Permit Revisions (T&M)
LandCulture LLP will revise the construction documents as required for permitting and in response to any Council requirements on a time and materials basis. Incorporating these revisions, LandCulture LLP will prepare a complete set of bidding documents including review of the City’s standard “front end” specifications, engineer’s estimate, bid tabulation.
Deliverables: Additional Permit Submittal, Bid Set Documents(s) Subtask 3.03 Construction Administration & Observation (T&M) Consultants would review and approval of project submittals, mock-ups and the inspection of plant and materials and observe the Construction process and review progress with Client and Contractor at key milestones. Consultants will provide updated drawings, sketches or materials or plants to respond to issues that arise during construction. We anticipate 5-6 site progress meetings that would generally occur at the following times in the construction process:
1) Construction Kick off Mtg; Review layout of site circulation, constructed elements and paving materials
Agenda Item #7.10:
LandCulture Task Order and Scope of Services 5
2) Review and approval of Irrigation layout and pressure test 3) Review and adjustment of site grading, paving, drainage and stormwater elements 4) Inspection and approval of plant materials and review and adjustment of plant layout 5) Substantial Completion site review and development of Punch List items 6) Final site review
Deliverables: Pre Bid, Pre-Construction and Construction Progress Meeting Agendas and Minutes with Action Items, Responses to RFIs, Responses to Submittals, Punch List, Plant Replacement List
3.04 Landscape Maintenance Memorandum and Consultation
LandCulture will provide a maintenance memorandum for establishing plantings and maintaining the landscape and irrigation, and a fire-wise landscape. After the plant establishment period, LandCulture will review the site plantings and write a memorandum covering any needed additional plants, areas of maintenance focus for the next 1-3 years.
Deliverables: Garden Maintenance Memorandum (2-3 pages), Consultation Memorandum and/or Notes
II. Assumptions
• The City will request a topographical survey be conducted to provide more detailed information on site grades, drainage systems, utilities, pathways, lighting and other existing improvements and conditions.
III. Client Responsibilities
The Client agrees to the following:
1. Designate Client’s project manager through whom all direction to LandCulture will be communicated.
2. Assist in project outreach and community communications. Specifically, use City of Sonoma communication channels by web, social media, print, radio to advertise community participation in design events, and host online meetings for community feedback.
3. Develop a proposed budget for landscape installation costs to help guide the landscape design process.
IV. Limitations and Exclusions on Scope of Services
Specific Exclusions from this Scope of Work:
Hazardous Materials Investigations and Remediation
Agenda Item #7.10:
LandCulture Task Order and Scope of Services 6
Geotechnical Investigations
Construction Management
Environmental Impact Reports
Testing and Inspection
Horizontal and Vertical Control Plan
Surveying Services
Structural Engineering
Lighting & Electrical Design
V. Fee Summary
See Exhibit D - Fee Estimate attached
Fee Notes
A. Task 2 except for Subtask 2.09 are proposed fixed fee as detailed in Exhibit D. If the scope of work changes or the project work is delayed, LandCulture LLP may request additional services. Task 3 is proposed Time and Materials.
B. Reimbursable expenses shall be reimbursed at cost and shall include, but are not limited to: printing and auto travel expense. Reimbursable automobile travel will be billed at the current IRS standard mileage rate.
C. Additional services shall be requested and approved by Client prior to commencing any additional tasks not described in this scope of work.
D. Hourly Rates: Ann Baker $190/hr., Project Associates $160/hr Sincerely,
Ann Baker, RLA #5006
Partner, LANDCULTURE LLP
Agenda Item #7.10:
Exhibit D - Fee Estimate
Olsen Park City of Sonoma ABLA ABLA PDG Totals
LandCulture LLP Ann Baker Christie Jarvis Irrigation Design Estimated $190 per hour $160 per hour $180 per hour
Completion Hours Amount
Task 2 Construction Documents
SubTask Description
2.01 Kick Off Meeting - Review Project Scope and Schedule June ‘24 2 $380 2 $320 0 $0 $700
2.02 50% Construction Plan Set August ‘24 16 $3,040 26 $4,160 2 $360 $7,560
2.03 Client Meeting Sept. ‘24 2 $380 2 $320 2 $360 $1,060
2.04 90% Construction Plan Set Nov. ‘24 10 $1,900 28 $4,480 24 $4,320 $10,700
2.05 Cost Opinion Nov. ‘24 6 $1,140 6 $960 4 $720 $2,820
2.06 Client Meeting 2 Nov. ‘24 2 $380 2 $320 1 $180 $880
2.07 Permit Submittal 1 Dec. ‘24 6 $1,140 18 $2,880 12 $2,160 $6,180
2.08 City Council Meeting DEC ‘24 5 $950 6 $960 0 $0 $1,910
2.11 Project Coordination 4 $760 4 $640 2 $360 $1,760
Subtotal Task 2 53 $10,070 94 $15,040 47 $8,460 $33,570 Task 3 Bidding & Construction Phase Services (T&M Estimated Fee) SubTask Description
3.01 Bidding Assistance Dec ‘24 8 $1,520 4 $640 $0 $2,160
3.02 Permit Revisions & Final Bid Set Dec ‘24 10 $1,900 24 $3,840 10 $1,800 $7,540
3.03 Construction Administration & Observation Mar-Sept. ‘25 15 $2,850 10 $1,600 6 $1,080 $5,530
3.04 Landscape Maintenance Memorandum & Consultation TBD 6 $1,140 4 $640 0 $0 $1,780 Subtotal Task 3 39 $7,410 42 $6,720 16 $2,880 $17,010
Estimated Reimbursable Expenses (@ 2.5%) $1,265
Total Proposal $51,845
Agenda Item #7.10:
City of Sonoma
Agenda Item Summary
Meeting: City Council - 21 Aug 2024
Department
Administration
Staff Contact
Sarah Tracy, Senior Management Analyst/PIO
Agenda Item Title
Adopt a Resolution Approving the Updated 2024 City of Sonoma Emergency Operations Plan (EOP)
Summary
An Emergency Operations Plan (EOP) is a critical document that outlines the framework for how the City of Sonoma will respond to and manage emergencies and disasters. It establishes the procedures, roles, and responsibilities of city departments, agencies, and partners in mitigating, preparing for, responding to, and recovering from various emergency situations. The EOP serves as a guide to coordinate actions and resources efficiently during incidents that may threaten public safety, property, or the environment.
This staff report provides an update on the EOP for the City of Sonoma, which was last revised in 2015. Since that time, there have been significant developments in emergency management practices, local conditions, and regulatory requirements, making a comprehensive update of the EOP necessary. This report highlights the key updates made to the EOP to ensure it remains current, effective, and compliant with state and federal regulations. The 2015 EOP can be viewed on the City's website at:
www.sonomacity.org/documents/emergency-operations-plan-2015/.
It's important to note that while the basic plan has been updated, annexes addressing specific types of disasters (e.g., earthquakes, floods, wildfires) are managed separately. These annexes are reviewed and updated as needed and can be added independently of the basic plan. Updates or additions to these annexes do not require City Council approval, allowing for timely revisions in response to emerging threats.
Purpose
The purpose of this update is to ensure that the City of Sonoma’s EOP remains current, effective, and compliant with state and federal regulations. The revised EOP incorporates new information, procedures, and resources to enhance our preparedness and response capabilities for a range of emergency situations.
Key Updates
1. Enhanced Alignment with SEMS/NIMS Guidelines
o Revision: The EOP has been updated to better align with the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).
o Details: The revised plan includes updated procedures for coordination and communication in multi-agency and multi-jurisdictional emergencies, ensuring compliance with recent SEMS/NIMS regulations and guidance from the Department of Homeland Security.
Agenda Item #9.1:
2. Updated Legal Framework and Authorities
o Revision: The EOP reflects recent changes in state and federal legislation affecting emergency management.
o Details: The updated plan includes new references to the California Emergency Services Act, recent amendments to the California Natural Disaster Assistance Act, and the latest guidelines from the California Office of Emergency Services. This ensures that the plan adheres to current legal requirements and authorizations for emergency operations.
3. Revised Emergency Proclamation Procedures
o Revision: The procedures for declaring and managing emergencies at the local and state levels have been updated.
o Details: The EOP now includes a more detailed process for local emergency proclamations, including the roles and responsibilities of the Director of Emergency Services and the City Council. It also outlines the steps for requesting state and federal assistance, reflecting recent changes in emergency proclamation practices.
4. Continuity of Government Enhancements
o Revision: Updates have been made to the continuity of government provisions to ensure the effective functioning of city operations during emergencies. o Details: The EOP now includes a revised line of succession for key management staff and a comprehensive continuity plan for critical city services. This includes updated procedures for maintaining essential functions and preserving vital records during a disaster.
5. Integration of Recent Best Practices
o Revision: The EOP incorporates best practices and lessons learned from recent exercises and real-life incidents.
o Details: New sections on training and exercising emphasize regular drills and after-action reporting to identify areas for improvement. The plan now includes updated guidelines for conducting exercises and developing corrective action plans based on feedback.
6. Improved Coordination with Regional and County Plans o Revision: The EOP has been updated to enhance coordination with regional and county emergency plans.
o Details: The revised plan includes new procedures for working with the Sonoma County Operational Area and other regional partners, ensuring better integration and resource sharing during emergencies.
7. Updated References and Resources
o Revision: The EOP has been updated to include the latest references and resources relevant to emergency management.
o Details: This includes updated references to federal and state emergency plans, mutual aid agreements, and relevant local codes and resolutions.
Conclusion
The updated Emergency Operations Plan reflects significant advancements in emergency management practices and ensures that the City of Sonoma is well-prepared to respond to a variety of emergencies. The updates provide a more robust framework for managing emergencies, coordinating with regional partners, and maintaining continuity of government operations.
Recommended Council Action
Approve the updated Emergency Operations Plan.
Agenda Item #9.1:
Alternative Actions
Council discretion.
Financial Impact
There are no financial implications to this action.
Environmental Review Status
Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Attachments
City of Sonoma EOP BASE PLAN_ 2024 FINAL FINAL
Resolution - EOP
Alignment with Council Goals:
Not Applicable
Agenda Item #9.1:
EOP Page 1
Agenda Item #9.1:
EOP Page 2
Emergency Operations Plan City of Sonoma
Table of Contents
CITY OF SONOMA
EMERGENCY OPERATIONS PLAN
(EOP).......................................................................................................................................................................................1 Basic Plan Introduction ............................................................................................................................................................4 Purpose, Scope, Situation Overview, and Assumptions..........................................................................................................5 Purpose........................................................................................................................................................................5 Scope ...........................................................................................................................................................................5 Limitations ....................................................................................................................................................................5 Situation .......................................................................................................................................................................5 Planning Assumptions..................................................................................................................................................5 Concept of Operations .............................................................................................................................................................6 Mutual Aid ....................................................................................................................................................................8 Figure 1: Mutual Aid Request Process.........................................................................................................................8 Phases of Emergency Management........................................................................................................................................9 Mitigation......................................................................................................................................................................9 Preparedness...............................................................................................................................................................9 Planning .......................................................................................................................................................................9 Training ........................................................................................................................................................................9 Exercises......................................................................................................................................................................9 Public Awareness and Education.................................................................................................................................9 Whole Community Approach .....................................................................................................................................10 o Residents ....................................................................................................................................................10 o People with Disabilities................................................................................................................................10 o Individuals with Access and Functional Needs............................................................................................ 10 o Considerations for Pets and Other Animals ................................................................................................ 11 o Private Sector..............................................................................................................................................11 Response ...................................................................................................................................................................12 Pre-Event Response ..................................................................................................................................................12 Emergency Response................................................................................................................................................12 Recovery ....................................................................................................................................................................12 Damage Assessment .................................................................................................................................................12 Disaster Assistance Programs ...................................................................................................................................12 Recovery Documentation...........................................................................................................................................13 After Action Report.....................................................................................................................................................13 Organization and Assignment of Responsibilities..................................................................................................................13 Emergency Management Organization......................................................................................................................13 Director of Emergency Services.................................................................................................................................13 Assistant Director of Emergency Services .................................................................................................................13 City Employees ..........................................................................................................................................................13 City Organization........................................................................................................................................................14 Table 1: City Emergency Response Function Responsibilities.................................................................................. 15 Assignment of Responsibilities ..................................................................................................................................16 City Attorney...............................................................................................................................................................16 City Clerk....................................................................................................................................................................16 City Manager’s Office.................................................................................................................................................16 City Council / Mayor...................................................................................................................................................16 Finance ......................................................................................................................................................................16 Fire (Sonoma Valley Fire District) ..............................................................................................................................17 Human Resources .....................................................................................................................................................17 Information Technology..............................................................................................................................................17 Community Development...........................................................................................................................................17 Police .........................................................................................................................................................................17 Public Works ............................................................................................................................................................. 18 Water ......................................................................................................................................................................... 18 Direction, Control, and Coordination ..................................................................................................................................... 19 Agenda Item #9.1:
EOP Page 3
Emergency Operations Plan City of Sonoma
Emergency Operations Center (EOC) ......................................................................................................................... 19 Primary and Alternate EOC Locations ........................................................................................................................ 19 EOC Activation and Deactivation................................................................................................................................ 19 EOC Activation Authority............................................................................................................................................ 19 EOC Activation Levels................................................................................................................................................. 19 EOC Activation Triggers.............................................................................................................................................. 20 Table 2: EOC Activation Triggers ................................................................................................................................ 20 EOC Organization ....................................................................................................................................................... 21 Figure 2: Key EOC Positions........................................................................................................................................ 21 City Department Responsibilities for EOC Staffing ..................................................................................................... 22 Emergency Powers..................................................................................................................................................... 22 Local Proclamation of Emergency .............................................................................................................................. 22 State of Emergency .................................................................................................................................................... 22 State of War Emergency............................................................................................................................................. 22 Presidential Declaration ............................................................................................................................................. 23 Other Powers ............................................................................................................................................................. 23 Curfew........................................................................................................................................................................ 23 Fire Marshal (Sonoma Valley Fire District) ................................................................................................................ 23 Certified Unified Program Agencies (CUPA) ............................................................................................................... 24 Information Collection, Analysis, and Dissemination ............................................................................................................. 24 Information Collection ............................................................................................................................................... 24 Internal Communications and Coordination .......................................................................................................................... 24 External Communications and Coordination.............................................................................................................. 25 Coordination with the Field Responders.................................................................................................................... 25 Coordination with the Sonoma County Operational Area.......................................................................................... 25 Figure 3: Hierarchy of Disaster Response in Sonoma, California ................................................................................ 25 Administration, Finance, and Logistics................................................................................................................................... 25 Administration and Finance ....................................................................................................................................... 25 Logistics...................................................................................................................................................................... 26 Plan Development and Maintenance..................................................................................................................................... 27 Record of Changes...................................................................................................................................................... 27 Authorities and References.................................................................................................................................................... 27 Local ........................................................................................................................................................................... 27 State........................................................................................................................................................................... 27 Federal ....................................................................................................................................................................... 27 Acronym List .......................................................................................................................................................................... 28 Functional Annexes (Published Separately) ........................................................................................................................... 28 A: Care & Shelter Annex ............................................................................................................................................. 28 B: Alert & Warning Annex .......................................................................................................................................... 28 C: Damage Assessment Annex ................................................................................................................................... 28 Hazard Specific Annexes (Published Separately).................................................................................................................... 28 D: Earthquake Annex.................................................................................................................................................. 28 E: Wildfire Annex........................................................................................................................................................ 28 F: Storm Annex........................................................................................................................................................... 28 G: Terror / Active Attacker Annex .............................................................................................................................. 28 H: PSPS Annex ............................................................................................................................................................ 28 Agenda Item #9.1:
EOP Page 4
Emergency Operations Plan City of Sonoma
Basic Plan Introduction
This Emergency Operations Plan (EOP) Basic Plan outlines how the City of Sonoma (City)—its government, stakeholder agencies, community-based organizations, business community and residents—will coordinate their response to major emergencies and disasters. The EOP identifies operational strategies and plans for managing inherently complex and potentially catastrophic events. City assets, resources, and departments are potentially vulnerable and may become overwhelmed. With this in mind, the EOP is designed to promote flexibility whenever possible and is not intended to limit the use of good judgment and common sense.
In alignment with SB-160: Emergency Services Cultural Competence1 , the City has adopted a “Whole Community”
approach in which the inclusion and integration of community partners, neighbors, and other stakeholders are actively promoted in all phases of emergency management. Through these collaborative efforts, the City will be better prepared to meet the needs of its residents and daytime populace alike, especially those with disabilities and others with access and functional needs.
This plan also demonstrates how the City complies with and implements the requirement of the California Emergency Services Act2 and the Americans with Disabilities Act (ADA)3 in order to protect the lives, property, and environment of the residents of Sonoma.
The EOP is organized and defined as follows:
● Basic Plan: presents the planning assumptions, policies, and concept of operations that guide the responsibilities for emergency preparedness, response, recovery, and mitigation for the City. ● Functional Annexes: outlines the scope and procedures utilized for specific technical functions of an emergency such as Care and Shelter (Annex A), Alert and Warning (Annex B), and Damage Assessment (Annex C). Each Functional Annex is published separately.
● Hazard Specific Annexes: outlines the scope and procedures utilized for hazard-specific responses impacting the City such as Earthquake (Annex D), and Wildfire (Annex E). Each Hazard Specific Annex is published separately.
There are a number of City plans, procedures and other documents that support or relate to the EOP. These plans provide additional detail and guidance for specific hazards, functions, or operations. ● Emergency Operations Center Guidance - A physical EOC manual is located in the EOC and internal document in the shared staff drive.
● Multijurisdictional Hazard Mitigation Plan (MJHMP) - The updated MJHMP was adopted by the Sonoma County Board of Supervisors in 2021 and is located here: permitsonoma.org/hazard-mitigation ● Department Emergency Plans and other related procedures The City’s Emergency Operations Center (EOC) provides a centralized location for the implementation of the processes and procedures outlined in this plan. It is where emergency management coordination and decision making can be supported during a critical incident, major emergency, or disaster. When activated, the EOC provides support for a number of critical tasks related to communications, coordination, resource management, and executive leadership. 1 See https://leginfo.legislature.ca.gov/faces/billTextClient.xhtmPbill id=201920200SB160 2 See California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code). 3 See https://beta.ada.gov/
Agenda Item #9.1:
EOP Page 5
Emergency Operations Plan City of Sonoma
Purpose, Scope, Situation Overview, and Assumptions
Purpose
The primary purpose of the EOP is to:
1) Provide the framework, concepts and policies that will ensure the effective management and coordination of the City’s response to major emergencies and disasters.
2) Identify roles and responsibilities for City departments as they pertain to preparedness, response, recovery, and mitigation activities.
3) Codify the City’s understanding and adoption of state and federal policies and guidance4 through which operational coordination, mutual aid, and other requests for support will be integrated. 4) Serve as a foundational document for supporting City plans, as well as support emergency plans of other governments, CBOs, and others (e.g., private businesses, etc.). 5) Comply with state and federal laws and regulations such as the California Emergency Services Act5.
Scope
The EOP serves as the foundational document for the City’s emergency management activities. While all City resources may be called upon as needed, specific departmental responsibilities are outlined in the EOP Basic Plan and associated annexes. To ensure the City is adequately prepared, all City departments are required to actively participate in preparedness and planning activities including the development and review of departmental plans, policies, procedures, resource information and contact information as necessary to fulfill their assigned roles and obligations.
Limitations
While many of the elements outlined in the EOP are designed for flexibility and can be used as needed to address a number of emergency and non-emergency events, some activities require special activation or a formal disaster proclamation by the City Council. Similarly, the EOP is not meant to outline procedures for routine incidents or minor emergencies which are adequately addressed through existing processes.
The EOP identifies operational strategies and plans for managing inherently complex and potentially catastrophic events.
City assets, resources, and departments are potentially vulnerable and may become overwhelmed. Deviations from the organizational and response structures outlined in the EOP may be required, based upon evolving needs and available resources. With this in mind, the EOP is designed to promote flexibility whenever possible and is not intended to limit the use of good judgment and common sense in matters not foreseen or adequately addressed by elements of the EOP and its associated annexes and supporting plans.
Situation
The City and surrounding region are susceptible to a number of hazards such as natural disasters and human-caused events, as well as technological failures and pandemics. Accordingly, the EOP uses an "all-hazards" approach to ensure the City is able to prepare for, respond to, recover from, and mitigate (to the extent possible) all potential hazards and critical incidents.
Emergency management is based on an understanding of community risk. The City has undergone multiple hazard analysis processes per FEMA's “Comprehensive Preparedness Guide 201 (CPG 201).”6 This current best practice places risk into three categories: natural, technological (accidental), and human-caused (deliberate). Detailed information regarding Sonoma's geography, demographics, and potential hazards are contained in the Multijurisdictional Hazard Mitigation Plan (MJHMP).
Planning Assumptions
The following assumptions were used during the development of the EOP and are recommended for the readers’ own plans:
1. The City of Sonoma is susceptible to hazards and risks that may result in critical incidents. 4 For example: This EOP is based on the functional elements of SEMS. SEMS is established by State Law (Chapter 1 of Division 2 of Title 19 of the California Code of Regulations)
5 California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code) 6 See https://www.fema.gov/sites/default/files/2020-04/CPG201Final20180525.pdf Agenda Item #9.1:
EOP Page 6
Emergency Operations Plan City of Sonoma
2. Critical incidents include natural, technological, or human-caused emergencies and disasters.
3. Emergencies may occur at any time with little or no warning and may exceed capabilities of local, state, federal, and tribal governments, and the private sector in the affected areas.
4. The City of Sonoma is committed to the preservation of life, property, and the environment.
5. All City departments will participate in planning and preparedness activities as required.
6. City personnel will be adequately trained to perform the roles in which they are assigned.
7. The City’s EOC will be partially or fully activated to support operations during critical incidents.
8. City personnel may be unable or unavailable to report to work or as assigned.
9. Non-essential City operations may be reduced or canceled in order to prioritize resources.
10. The City will commit its resources to a reasonable degree before requesting mutual aid assistance.
11. Emergencies may result in casualties, fatalities, and could displace people from their homes.
12. Communications equipment and infrastructure may be damaged or disrupted.
13. Transportation infrastructure may be disrupted and access to critical facilities may be blocked.
14. Critical infrastructure and utilities (natural gas, water, and electricity) may be severely impacted.
15. Residents, businesses, and other entities may need to be self-sufficient for one week or more.
16. Additional planning, resources, and support will be needed to support people with disabilities and others with access and functional needs.
Concept of Operations
In accordance with state and federal laws, the City of Sonoma has officially adopted and integrated the following emergency management, response, and coordination systems:
● Incident Command System (ICS)7
● Standardized Emergency Management System (SEMS)8
● National Incident Management System (NIMS)9
Together, these operational systems outline how critical incidents, emergencies, and disasters will be coordinated in the field, at the local level, and up through the county, region, state, and federal levels.
As the cornerstone of California’s emergency response system, SEMS integrates the concepts and principles of both NIMS and ICS. Jurisdictions within the State are required to adopt its use. SEMS unifies all elements of California’s emergency management community into a single integrated structure. SEMS ensures that local communities retain the authority and responsibility for managing and coordinating responses within their jurisdictions, while promoting situational awareness and facilitating the prioritization of resource requests.
The six SEMS coordination levels expand outward from the impacted area at the field level, with each successive level representing a larger geographic area. The six coordination levels include: Field Response, Local Government, Operational Area, Regional, State, and Federal.
1. Field Response
● As mandated by both SEMS and NIMS, the City utilizes ICS to manage response activities in the field and in the EOC.
ICS provides for common terminology, processes, and position titles, while allowing the delegation of functions (or tasks) to subordinate positions in order to promote proper span of control and unity of command. ICS is applicable to any size incident and is designed to be flexible as the needs of an incident expand or contract. 7 More information can be found at http://training.fema.gov/emiweb/is/icsresource 8 State authority is to be found, in part, in California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code). California State and local jurisdictions use SEMS as outlined in California Code of Regulations (Title 19, Divisions 2, Chapter 1) and the California Government Code (§8607). 9 Federal authority is found in the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-288, as amended, 42 U.S.C. 5121) and in Homeland Security Presidential Directive (HSPD) 5, "Management of Domestic Incidents" and HSPD 8, "National Preparedness." The emergency management system used nationally is NIMS.
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● Field response includes on-scene activities and coordination, consistent with ICS, and includes the use of an Incident Command Post (ICP). Resource requests and situation reports are routed from the field to the next SEMS organizational level, either through participating response agencies or the local EOC, if activated.
2. Local Government
● The City of Sonoma, as the local government, retains the responsibility and authority for managing response activities within its jurisdiction. To support these efforts, the City may activate its EOC and Department Operations Centers (DOCs). The EOC provides agency coordination, provides logistical support, establishes common operating procedures, identifies overarching priorities, and prioritizes available resources. Additionally, the EOC coordinates with the Sonoma County Operational Area (OA) / County EOC.
3. Operational Area (OA)
● The OA provides response coordination for all political subdivisions within the county’s geographic borders. The OA coordinates response activities within the county’s geographic area through the County EOC, if activated. The OA also serves as a link to regional level and all other OAs within the region. ● The City of Sonoma is part of the Sonoma County OA and coordinates closely with the Sonoma County Department of Emergency Management (DEM). The City participates in Sonoma County OA planning and, during a critical incident, coordinates with the OA through either the Sonoma County DEM or the Sonoma County EOC, if activated.
4. Regional
● The State of California is divided into three regions that each maintain Regional Emergency Operations Centers (REOC) to coordinate resource requests, support mutual aid, and promote situational awareness between their respective OAs. The City of Sonoma and the Sonoma County OA are within the Coastal Administration Region.
5. State
● When required, California’s State Operations Center (SOC) is activated to facilitate state agency response, mobilize mutual aid, and coordinate with other regions, states, and the federal government.
6. Federal
● NIMS provides a comprehensive national framework for incident management applicable at all jurisdictional levels and across all functional disciplines. The majority of NIMS requirements applicable to the City of Sonoma, including the adoption of ICS, are satisfied by the adoption of SEMS. Additional elements of NIMS outline coordination between federal agencies and the use of federal assets and resources. ● The National Response Framework (NRF) is built upon the premise that incidents are typically handled at the lowest jurisdictional level. The NRF provides the framework for federal interaction with state, local, tribal, private sector, and non-governmental entities in the context of domestic incident management to ensure timely and effective federal support.
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Mutual Aid
The California Mutual Aid System operates within the framework of the California Master Mutual Aid Agreement (MMAA)10 and under the authority of the California Emergency Services Act11. The system allows for the mobilization of resources to and from emergency response agencies, local governments, OAs, regions, and the state with the intent to provide requesting agencies with adequate resources. Mutual aid is utilized by four primary response disciplines:
● Fire and Rescue
● Law Enforcement
● Coroner
● Emergency Management
The California Mutual Aid System includes six mutual aid regions in order to facilitate the coordination and flow of mutual aid requests. As part of the Coastal Administration Region, the Sonoma County OA and the City are part of Mutual Aid Region II. The system includes a number of discipline-specific mutual aid systems that operate through designated mutual aid coordinators at the OA, regional, and state levels. Mutual aid requests are coordinated within their geographic area before unfilled requests are forwarded to the next level. See Figure 1 (Mutual Aid Request Process) below.
Mutual aid requests that do not fall into one of the discipline-specific mutual aid systems are handled through the emergency services mutual aid system and by emergency management staff at the local government, OA, regional, and state levels.
The City will assume responsibility for the support of mutual aid personnel and their equipment.
Figure 1: Mutual Aid Request Process
10 See the California Master Mutual Aid Agreement (Chapter 7 of Division 1 of Title 2 of the Government Code) 11 See the California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code).
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Phases of Emergency Management
Mitigation
The mitigation phase includes actions and measures taken to reduce or eliminate the degree of long-term risk from natural and technological hazards. Whereas preparedness activities increase the City’s ability to respond to the impacts of a hazard, mitigation activities reduce the potential for those impacts in the future, thereby reducing overall risk.
The City participates in local and regional mitigation activities such as the development of risk assessments and mitigation plans. The Multi-Jurisdictional Hazard Mitigation Plan (MJHMP) contains detailed hazard assessments and potential mitigation strategies. The City’s Comprehensive Plan (General Plan) also includes mitigation approaches and elements.
Preparedness
The preparedness phase of emergency management includes activities undertaken prior to an emergency in order to improve the City’s ability to coordinate, respond, and recover from a critical incident. These activities focus on maintaining or improving capabilities that will be used in the response or recovery phases. The City’s preparedness activities emphasize emergency planning, training, and exercises as well as public education and outreach. The City conducts drills and exercises regularly in order to validate ongoing activities, identify areas for improvement, and prioritize or justify future effort and funding.
Planning
Emergency planning includes a wide variety of plans at the strategic, operational, and tactical levels. Strategic plans include this EOP Base Plan and many of its associated hazard-specific or functional annexes, while operational and tactical planning includes more detailed information such as standard operating procedures (SOP), checklists, personnel assignments, notification rosters, resource lists, and forms.
All City departments are required to participate in the development of relevant strategic and operational plans while ensuring that internal tactical planning is sufficient to meet the needs of their outlined roles and assigned objectives. This includes the development of department specific SOPs required to meet the objectives outlined for each department.
Training
Training is an essential component of preparedness and greatly impacts the City's ability to respond to, and recover from, a critical incident. The City works with City departments and other stakeholders to provide training for staff. The City actively manages training activities and allocates funding in relation to fluctuating needs, personnel turnover, and course availability. In addition, the City consistently prioritizes training that promotes staff understanding and familiarity with the following concepts:
● ICS
● SEMS
● NIMS
● California Disaster Service Worker (DSW)
● EOC functions
The City also partners with residents through local businesses, Community-Based Organizations and other entities to develop and provide training and public safety public education.
Exercises
Exercises are the primary tool for assessing preparedness activities and identifying areas for improvement while allowing all levels of personnel to simulate their response and recovery roles in a learning environment. The City follows the best practices of the Homeland Security Exercise and Evaluation Program (HSEEP), including the building block concept of seminars, small-scale tabletop exercises, functional exercises, and full-scale exercises.
Public Awareness and Education
The City and its partners actively promote public awareness and education in order to strengthen overall preparedness and community resilience. By providing community education, outreach, training, and coordination, the City increases the ability of community members and organizations to adequately prepare for and meet their own needs. In promoting selfreliance and individual preparedness, the City reduces the overall burden on limited resources and competing needs that emerge during critical incidents.
Whole Community Approach
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planning for the unique needs and specific requirements of the City’s residents and non-resident commuters and visitors.
To further identify and meet these needs, the City has adopted a “Whole Community” approach in which the inclusion and integration of community partners, neighbors, and other stakeholders are actively promoted in all phases of emergency management. Through these collaborative efforts, the City will become more resilient and better prepared to meet the needs of its residents and daytime populace alike, especially those with disabilities and others with access and functional needs.
● Residents
Residents of Sonoma play a fundamental role in emergency management by ensuring that they are prepared for emergencies and disasters. In most disasters, City residents will be the first to respond—family members caring for one another, neighbor helping neighbor. In a major disaster, residents may not have access to City services for days. Individual preparedness will ensure that the City’s limited resources can go where they are most needed.
The City recommends that all residents prepare for disaster by taking first aid and CPR training, maintaining a GoKit with necessary disaster supplies including food and water, and safekeeping personal documentation (e.g., personal identification and individual medical records). These actions will better prepare residents to evacuate or shelter-in-place for up to a week. Those families or residents with disabilities or other access and functional needs may require additional personal planning before, during, and after an emergency to accommodate their need for assistance with communication, maintaining health and medical supplies, safety, or transportation.
More information on how to prepare yourself and your home can be found on the city’s preparedness resources webpage at:www.sonomacity.org/departments/emergency-prep/. ● People with Disabilities
People with disabilities may require additional planning and support to ensure they receive equal access and services. Covered disabilities are not always apparent and may include impairments of mobility, vision, and hearing as well as some cognitive disorders and mental illnesses.
The City has a diverse population which includes a wide variety of people with disabilities. To meet the needs of these individuals, the City is committed to supporting efforts and activities designed to improve and develop capabilities in support of people with disabilities, including but not limited to:
● Notification and warning procedures (ex. non-verbal communications for the deaf and hard of hearing community)
● Evacuation, transportation, and sheltering considerations (ex. use of appropriate vehicles and transportation for those with mobility issues or special equipment) ● Accommodations for service animals (ex. shelter or mass care settings) ● Accessibility to information (ex. use of existing community and social networks to extend communications beyond traditional media systems)
The City requires vendors and third-party vendors providing services in an emergency to comply with Title II of the ADA. In addition, the City looks to integrate people with disabilities and their advocates directly into preparedness activities such as plan development and review. ● Individuals with Access and Functional Needs
In addition to people with disabilities, the City recognizes that supplementary or adjusted support may also be needed to support those persons with access and functional needs. Access and functional needs are not necessarily related to a specific condition, diagnosis, or impairment and are based upon functional areas such as:
● Maintaining independence
● Effective communication
● Transportation
● Supervision
● Medical care
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Individuals with access and functional needs may not have access to support networks outside of their immediate communities or be able to self-evacuate. As a result, they may have additional needs before, during, and after an incident. Those with functional needs include children, the elderly, tourists, and other segments of the population, including:
● People with disabilities
● People living in institutionalized settings
● People from diverse cultures
● People with limited English proficiency
● People without transportation
● People who are economically disadvantaged
The City participates in the Sonoma County Emergency Management and Access and Functional Needs Engagement committee to ensure its plans, policies, and resources are developed in the full context of the Whole Community. When the City EOC is activated, the position of Access and Functional Needs Liaison may be established in the Planning Section. The EOC Public Information unit will provide messaging in multiple formats and coordinate messaging with community stakeholder organizations. Information on this outreach is provided in the internal PIO Activation Guide. The City may utilize paratransit resources to conduct evacuations if needed and available.
● Considerations for Pets and Other Animals
As a result of deficiencies in emergency planning uncovered in the aftermath of Hurricane Katrina, the federal government passed the Pets Evacuation and Transportation Standards (PETS) Act in 2006 as an amendment to the Stafford Act. Recognizing the unwillingness of many displaced individuals to take advantage of evacuation or shelter resources without accommodating their pets or companion animals, the PETS Act directs that state and local preparedness plans address the needs of individuals with pets and companion animals during a disaster or emergency.
The City works to include considerations for the needs of pets and companion animals in plans as appropriate. .
Sonoma County has an Animals In Disaster Response Plan available online at:
sonomacounty.ca.gov/administrative-support-and-fiscal-services/emergency-management/plans, including additional resources for the evacuation of larger animals and livestock, such as horses, which may be available through coordination and requests through the County.
● Private Sector
The City of Sonoma is home to a diverse and vibrant business community, encompassing retail, entertainment, technology, and agriculture sectors. Although much of the local economy consists of small, independent businesses, many local companies have a global reach.
The primary economic driver in Sonoma is tourism, as it is home to world-renowned wine, food, art and other leisure opportunities. This thriving hospitality sector creates a strong, ongoing influx of visitors and workers to the community. The resulting economic activity creates an essential revenue stream for the City of Sonoma. It also causes the day-to-day population, and the community infrastructure’s ability to serve it, to fluctuate considerably throughout the year.
The City actively engages with the private sector to better understand their needs, identify resources, and develop partnerships. Many of the City’s private sector partners proactively address preparedness planning internally as a way to minimize business disruptions, to support the wellbeing of their employees and also offer their resources and technical capabilities to the larger community. The City acknowledges this valuable support and will continue collaborative efforts with the private sector as an integral component of the City’s overarching emergency management program.
Much of the City’s critical infrastructure is owned or maintained by businesses and must be protected during a response to ensure a quick and complete recovery from an emergency. This includes communications, utilities, medical care facilities, transportation, and food supplies. These businesses provide valuable resources before, during and after an emergency and play a critical role in meeting the needs of those impacted by an emergency.
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The City recommends that all businesses develop comprehensive emergency plans that include employee injury and illness prevention programs, business resumption and continuity of operations elements.
Response
The response phase includes any actions taken immediately before, during, or directly after a critical incident in order to minimize the impacts of the incident.
● Pre-Event Response
Some incidents may provide sufficient warning to allow for pre-event or precautionary measures. Depending upon the probability and likelihood of significant impacts, pre-event response activities may include:
o Public Warning
o Evacuations
o Resource Mobilization
o Staging
o Mutual Aid Requests
o Proclamation of a Local Emergency
● Emergency Response
Emergency response activities are actions taken during, or in the immediate aftermath, of a critical incident to reduce impacts. While these activities are most often associated with traditional response agencies including law enforcement, fire protection, EMS, utilities, and public works, the size and complexity of an incident may require robust support from additional governmental agencies, NGOs, and other partners.
When coordinating emergency response activities and addressing competing needs and objectives, the City has established the following broad response priorities:
1. Support Life Safety
2. Protect Property and Infrastructure
3. Reduce Impacts to the Environment
Emergency response may also include activities related to short-term recovery and often overlaps with long-term recovery operations.
Recovery
The recovery phase includes short-term activities focused on returning the community to pre-incident conditions. In some instances when a state or federal disaster declaration has been made, recovery activities include the critical task of identifying, documenting, and quantifying response and recovery costs eligible for reimbursement. ● Damage Assessment
Damage assessment activities involve identifying, recording, compiling, and analyzing damage information in order to determine the type of recovery assistance needed. Following major disasters, a process known as a Preliminary Damage Assessment (PDA) is used to determine preliminary eligibility for certain state and federal financial assistance and reimbursement programs. More information on Damage Assessment can be found in Annex D: Damage Assessment
● Disaster Assistance Programs
If the disaster is significant enough to warrant a gubernatorial and a presidential Federal disaster declaration, additional state and federal assistance may become available, including:
● Individuals - may be eligible for loans and grants for housing assistance programs (for homeowners and renters), and uninsured disaster-related necessities (including personal property, medical, dental, and transportation expenses). Other Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) programs including crisis counseling, disaster unemployment assistance, and legal services may be available. ● Businesses - may be eligible for low-interest loans to assist with uninsured physical damage through the U.S. Small Business Administration (SBA).
● Government - State assistance may be available under the California Disaster Assistance Act (CDAA), as well as several federal programs including the FEMA Public Assistance (PA) Grant Program and the Hazard Mitigation Grant Agenda Item #9.1:
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Program (HMGP).
● Non-profit Organizations - assistance may be available through the state CDAA, as well as several federal programs including FEMA PA Grant Program and SBA for eligible non-profit organizations. ● Recovery Documentation
Damage assessment documentation is the key to recovering eligible emergency response and recovery costs, and is critical in establishing the basis for eligibility of disaster assistance programs. Various state and federal assistance programs require different types of documentation for eligible costs and in addition to structural damage, may include staff time, equipment, and materials used in response to the incident. To support the maximum recovery of eligible reimbursement, City departments and agencies must identify and support internal mechanisms for tracking and documenting appropriate costs.
● After Action Report
As part of the recovery phase, and in accordance with SEMS, the State of California requires any city and/or county proclaiming a local emergency for which the Governor proclaims a State of Emergency, to complete and transmit an after-action report (AAR) to the California Office of Emergency Services (Cal OES) within 90 days of the close of the incident period.
Organization and Assignment of Responsibilities
Emergency Management Organization
As defined by Sonoma Municipal Code 2-24.06012, the City’s emergency management organization includes:
● All officers and employees of the City
● All volunteer forces enrolled to aid the City during an emergency (properly registered Emergency Services Volunteers) ● All groups, organizations, and persons who may (by agreement or operation of law) be charged with duties incident to the protection of life and property in the City
Director of Emergency Services
Per Sonoma Municipal Code 2.36.050, the City Manager serves as the City’s Director of Emergency Services and is provided with additional authorities in the event of a proclaimed “local emergency.” During an emergency when the EOC is activated, the City Manager manages and directs all aspects of the City’s emergency response and recovery operations and may delegate authority and tasks to staff. In the absence of the City Manager, designated staff may assume that role.
Assistant Director of Emergency Services
Sonoma Municipal Code also establishes the position of the Assistant Director of Emergency Services reporting to the City Manager. The Assistant Director directs the City’s day-to-day preparedness activities including associated planning, training, and exercises. The Assistant Director —with the assistance of department heads—assists in developing emergency plans, annexes, operating procedures and other powers and duties as assigned.
To achieve this mandate, the Assistant Director leads or coordinates planning, intelligence, and coordination, not only internally but also with allied agencies such as the Sonoma County OES, the private sector, and the community to promote, coordinate, and advance the four phases of emergency management: preparedness, response, recovery, and mitigation.
City Employees
One of the greatest resources the City of Sonoma possesses is its employees. California Government Code designates that all public employees are Disaster Services Workers (DSWs).13 Any employee of the City of Sonoma may be assigned to perform activities which promote the protection of public health and safety or the preservation of lives and property. Such assignments may require service at locations, times, and under conditions that are significantly 12 See https://www.codepublishing.com/CA/Sonoma/#!/Sonoma02/Sonoma0236.html#2.36 13 See https://leginfo.legislature.ca.gov/faces/codes displaySection.xhtml?sectionNum=3100.&lawCode=GOV Agenda Item #9.1:
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different than the normal work assignment and may continue into the recovery phase of the emergency.
As Disaster Service Workers, the City has established the following two policies for its employees:
● In the event of a no-notice emergency such as an earthquake during regular business hours, City employees are directed to remain at their workplace until released by the City Manager. Department heads may exercise discretion and release employees on a case-by-case basis in extraordinary circumstances. ● In the specific instance that an earthquake of magnitude 5.0 or greater occurs during non business hours and telephone service is disrupted, and if not contacted by mass media or alerting systems, non-public safety City employees are directed to report to work at their next scheduled shift. Employees are directed to check local radio stations, secure their homes, and prepare to report for work.
City Organization
All City Departments have a role in emergency response. Table 1 (on page 15) details City department responsibilities for key response functions in the EOC, either as a Primary (P) or Secondary (S) responsibility.
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P = Primary
S = Secondary
Table 1: City Emergency Response Function Responsibilities Function Building City
Attorney City
Clerk
City
Manager
Code
Enforcement
Community
Development Finance Planning Police
Public
Works
Sonoma
Valley
Fire
Water City
Council
Alert & Warning S S P S
Communications S P S
Situation
Analysis S S S S P P S P S S
Management S P S S
Public
Information P P S S S S
Legal
Considerations P S
Fire Suppression P
Search & Rescue S S P
Emergency
Medical P
Law
Enforcement P
Movement &
Evacuation P S S
Access Control P S
Care & Shelter P S S
Construction &
Engineering P P S
Supply &
Procurement S S P
Personnel P S
Transportation P
Utilities S P
Finance &
Administration S P
Damage
Assessment S P P S S S
Debris Clearance S P S
Recovery
Planning P S P S S S S S S
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Assignment of Responsibilities
The following lists summarize the primary and significant disaster response roles and responsibilities for each City department and stakeholder organization. To the extent resources are available, departments may aid other departments.
City Attorney
● Support proclamations of local emergency
● Assess City operations and provide legal counsel as needed City Clerk
● Facilitate and administer proclamations of local emergency ● Oversee preservation of vital records
● Monitor continuity of government
● Administer loyalty oath to Disaster Service Worker volunteers as needed City Manager’s Office
● Coordinate incident management and response efforts
● Establish response priorities
● Authorize proclamations of local emergency
● Direct resources and human capital
● Develop and maintain communication with Mayor and Councilmembers ● Lead emergency Public Information Officer (PIO)
● Manage media and community relations
● Support emergency public information
● Support and facilitate community relations
● Manage emergency shelter operations
● Manage mass care operations
● Manage shelter and animal care operations
City Council / Mayor
● Support public information efforts as needed
● Support community engagement
● Attend public meetings as needed
● Review and approve the Proclamation of Local Emergency ● Visit impacted areas, shelters, and other temporary facilities ● Serve as a liaison with other city, county, state and/or federal representatives as needed ● Review requirements for special legislation and development of policy ● Consider short- and long-term recovery staff recommendations ● Review potential or threatened litigation as needed
Finance
● Provide emergency procurement support for life-saving and emergency protective measures ● Provide resource support (facility space, office equipment/supplies, contracting services, etc.) ● Anticipate, obtain, and track resources for City staff, mutual aid resources, and volunteers ● Develop financial mechanisms, procurement vehicles, and contracts to support procurement ● Oversee staff time-keeping
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● Oversee compensation and claims
● Oversee documentation required for Federal and state reimbursement ● Provide fiscal oversight and track expenses
Fire (Sonoma Valley Fire District)
● Conduct wildland, rural, and urban firefighting operations ● Conduct EMS operations and liaise with County EMS regarding hospital functions ● Lead mass casualty/fatality management
● Conduct Search and Rescue operations
● Conduct hazardous materials response operations
● Support emergency public warning as needed
● Participate in EOC operations
● Lead Fire and Rescue Mutual Aid coordination
● Support damage assessment efforts
● Conduct assessment of facilities with underground fuel storage tanks ● Conduct assessment of facilities with hazardous materials ● Provide incident planning and management support as needed Human Resources
● Protect, restore, and sustain City staff
● Develop and coordinate human resources including contractors ● Recruit, screen, coordinate, and track volunteers
● Establish internal City staff communications
● Identify any employee needs (ex. childcare, shelter)
Information Technology
● Protect, restore, and sustain City cyber and information technology resources ● Oversee communications within the incident management and response structures ● Coordinate with telecommunications service providers
● Restore and repair telecommunications infrastructure
● Provide GIS mapping support as needed
Community Development
● Manage and conduct post-event city facility safety assessments ● Manage structural safety assessment function and establish structure re-entry standards ● Coordinate and direct Safety Assessment Program (SAP) resources ● Lead damage assessment efforts
Police
● Conduct law enforcement operations
● Lead evacuation operations
● Conduct emergency public warning as needed
● Provide facility and resource security
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● Establish liaison with Coroner
● Lead Law Enforcement Mutual Aid coordination
● Conduct security planning and technical resource assistance ● Impose and enforce curfew as directed
● Provide traffic control
● Provide support for traffic management and crowd control at mass care facilities, community events, DRC’s, and other locations as necessary
● Support damage assessment efforts
● Provide incident planning and management support as needed Public Works
● Manage City facilities and coordinate use of non-City facilities ● Conduct infrastructure protection, and emergency repair, and restoration ● Support evacuation operations including individuals requiring assistance ● Establish and support movement restrictions
● Manage debris operations, including conducting debris clearance and tree clearance from public rights of way ● Conduct flood fight operations
● Coordinate restoration/recovery of TPW Electrical Infrastructure ● Lead Public Works Mutual Aid coordination
● Provide engineering services and construction management ● Provide facility repairs and maintenance in support of mass care and emergency shelter operations ● Restore transportation infrastructure, including coordination with CalTrans regarding state and Federal highways ● Support damage assessment efforts
● Protect and restore natural/cultural resources and historic properties Water
● Coordinate potable water system resources for prioritized public safety operations ● Monitor potable water quality and perform sampling/testing as needed ● Restore/maintain water and wastewater infrastructure
● Restore/maintain wastewater treatment plant operations ● Coordinate with Sonoma County Water Agency
● Provide potable water in support mass care operations as possible ● Support damage assessment efforts
● Ensure compliance with regulatory permits
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Direction, Control, and Coordination
Emergency Operations Center (EOC)
The City of Sonoma EOC provides a centralized location where emergency management coordination and decision making can be supported during a critical incident, major emergency, or disaster. When activated, the EOC provides support for a number of critical tasks related to communications, coordination, resource management, and executive leadership.
Primary and Alternate EOC Locations
The primary EOC for the City of Sonoma is located at the Sonoma Police Department at 175 First Street West. If the primary EOC is threatened, inoperable, or inaccessible, an alternate EOC is located at Fire Station #1, 630 Second Street West, Sonoma CA 954786. If needed, an additional EOC location outside of the City limits may be established at another facility.
EOC Activation and Deactivation
The EOC facility and equipment are maintained by the City EOC staff and may be used for coordination and monitoring activities at any time without the need for a formal activation (“steady state”). However, depending upon the need and circumstances, an official EOC activation may be appropriate to support a number of activities, including:
● Field response
● Pre-planned events
● Local Proclamation of Emergency
● Governor’s Proclamation of Emergency
● Presidential Declaration of a National Emergency
● State of War
Detailed EOC activation and notification criteria and procedures are contained in the City of Sonoma’s Emergency Operations Center Guidance.
EOC Activation Authority
The EOC may be activated by the following City officials:
● City Manager
● Assistant Director of Emergency Management
● Fire Chief
● Police Chief
● Other City department heads in consultation with the City Manager EOC Activation Levels
EOC activation levels are scalable based on the nature of the incident and the evolving needs of the City. Activation may include full or partial staffing as required. Activation and staffing levels are established by the EOC Director. When the City’s EOC is activated, the Sonoma County OA and other partners will be notified (as practicable). The three levels of EOC activation include:
1. Full Activation: All Command and General Staff positions and support unit positions are filled.
2. Partial Activation: Command and General Staff positions are filled, based on incident need.
3. Virtual Activation: Command and General Staff positions are filled virtually, based on incident need.
4. Monitor: City Emergency Management staff begin setup of the EOC and provide assistance as requested.
The City may also establish DOCs for specific departments (e.g., Public Works, Water, etc.), as required to support field operations and coordinate other functions within their respective departments.
Similarly, the deactivation of the EOC will be scaled based on the decreasing needs of the City. Appropriate EOC functions and roles will be demobilized as the situation permits.
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EOC Activation Triggers
The decision points used to determine the level of EOC activation needed are outlined in Table 2 (EOC Activation Triggers) below:
Table 2: EOC Activation Triggers
Event Decision Points for EOC Activation
Wildfire Weather
The City will consult with Sonoma Valley Fire District upon receipt of Red Flag warnings or significant fire incidents in the Sonoma Valley to determine the need and level for an EOC activation.
PSPS or Extended
Power Outage
The City will activate its EOC if a PSPS occurs. The level of activation will be dependent on the number of customers impacted and any other factors affecting the community at that time.
The activation levels are used as a guide to aid in decision-making, and are not precedent setting:
● EOC Activation Level 3 (Monitor):
Up to 5% of city population without power
● EOC Activation Level 2 (Partial):
> 5-10% of city population without power
● EOC Activation Level 1 (Full):
> 10% of city population without power
Earthquake
The City will activate the EOC to a Level 2 at a minimum:
• If an earthquake > M5.0 occurs and/or if there are any reported significant damages from city departments.
Flood
The City will activate the EOC to a Level 3 at a minimum:
• During a period of predicted significant rainfall as forecasted by the National Weather Service.
• When Sonoma Creek reaches or threatens to reach 15-year flood levels, outlined in the table below.
15- year
flood 6-hour precipitation
accumulation
12-hour
precipitation
accumulation
24-hour
precipitation
accumulation
Min Mean Max Min Mean Max Min Mean Max
2.43 2.77 3.60 3.38 3.96 5.32 4.63 5.59 7.77
• When local flooding will or is affecting transportation routes Landslide
The City will activate the EOC to a Level 3 at a minimum:
• If a landslide occurs that requires the Public Works DOC to activate.
If a landslide results in injuries or loss of life.
Human Caused The City will activate the EOC to a Level 3 at a minimum:
• If the Sonoma Police or Fire District request mutual aid outside of county resources.
Water Quality /
Water System Issues
The City will activate the EOC to a Level 3 at a minimum:
• If there were a main break that affects a critical service, such as a hospital. • If there were a main break that has the potential to cause a landslide or enter a roadway.
DOC Activation The City will activate the EOC to a Level 2 if requested by any of the City DOC’s.
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EOC Organization
The EOC is organized by the five major functional areas outlined in SEMS:
• Management
• Planning and Intelligence
• Operations
• Logistics
• Finance/Administration
See the City of Sonoma Emergency Operations Center Guidance for position descriptions. Key EOC positions are outlined in Figure 2 (Key EOC Positions) below.
Figure 2: Key EOC Positions
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Emergency Operations Plan City of Sonoma
City Department Responsibilities for EOC Staffing
Emergency Powers
Local Proclamation of Emergency
The State of California Government Code allows a local emergency to be proclaimed by a city council, county, or by an official designated by ordinance adopted by the governing body14. If the City of Sonoma determines that the effects of an emergency are, or may become, beyond the capability of local resources, a local emergency can be proclaimed.
The Sonoma City Council has empowered the City Manager as the Director of Emergency Services to issue a proclamation of local emergency when the City Council is not in session. Such a proclamation of local emergency is invalid after seven days, unless ratified by the City Council. Proclamations must be made within 10 days of occurrence to qualify for assistance under the CDAA and must be renewed every 30 days until terminated.
A local proclamation of emergency allows the City Manager and the Director of Emergency Services to take measures necessary to protect and preserve public health and safety, and supports requests for state and federal assistance. A local proclamation clearly communicates to City residents, staff and other stakeholders the severity of the emergency.
A proclamation also provides City staff with additional powers and authorities to increase the speed and effectiveness of City response activities.15
A local proclamation of emergency does not automatically make the City eligible for state or federal disaster assistance.
The City may simultaneously proclaim a local emergency and request a gubernatorial (state) or presidential (federal) disaster proclamation/declaration. See Attachment 2 for sample emergency proclamations.
Sonoma County can proclaim an emergency separately from the City. Their proclamation may also make the City eligible for future participation in state or federal disaster response/recovery efforts.
State of Emergency
After a proclamation of a local emergency, the governing body of the City, having determined that local resources are not sufficient to mitigate the situation, may request by letter or resolution that the Governor proclaim a state of emergency16 in the area to fully commit state and mutual aid assistance and provide resources to assist the local government.
To support its request for a gubernatorial proclamation, it is essential that the City forward an estimate of damage and financial loss to CalOES through the Sonoma County OA as quickly as possible. Estimates of loss are an important part of the criteria that CalOES considers when making a determination to proclaim a state of emergency and request a presidential declaration of emergency or disaster.
A copy of the request for a Governor’s proclamation with a copy of the local emergency proclamation Initial Damage Estimate (IDE) summary that estimates the severity and extent of the damage must be forwarded to the Sonoma County OA Coordinator for transmission to the CalOES Director. CalOES then prepares a recommendation as to the action that should be taken by the Governor. If the action recommends a Governor’s proclamation, CalOES prepares the proclamation.
The Governor may also proclaim a State of Emergency without a local request if the safety of persons and property in the state are threatened by conditions of extreme peril, or emergency conditions are beyond the emergency response capacity and capabilities of local authorities.
State of War Emergency
In addition to declaring a State of Emergency, the Governor can proclaim a State of War Emergency17 whenever the state or the nation is attacked by an enemy of the United States, or upon receipt by the state of a warning from the federal government indicating that such an enemy attack is probable or imminent. The provisions of the Governor 14 See California Government Code (Sections 8630-8634) authorizing local government proclamations and Sonoma Municipal Code (Section 2.36.050) authorizing the City Manager or Director of Emergency Services to declare a local proclamation of emergency, if the City Council is not in session. 15 See Emergency Proclamations: A Quick Reference Guide for Local Government, California OES, 2014. 16 See California Government Code (Sections 8625-8629) authorizing actions and power of the Governor to declare a State of Emergency. 17 See California Government Code (Sections 8620-8624) outlining the powers of the Governor under a State of War Emergency Agenda Item #9.1:
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Emergency Operations Plan City of Sonoma
granted under a State of War Emergency are the same as those granted under a State of Emergency.
Presidential Declaration
A Presidential Declaration of Major Disaster is required in order to access the bulk of federal disaster assistance programs. Following the proclamation of a State of Emergency, and with or without the City’s request to do so, the CalOES Director may recommend that the Governor request a Presidential Declaration18 of a major disaster under the authority of Public Law 93-288. The Governor's request to the President is submitted through the FEMA.
Supplementary justification data may be required to accompany the state and local proclamations and initial damage estimate.
Other Powers
Other local, state, and federal authorities such as public health emergencies or quarantines may grant broad powers to certain government officials to restrict movement or impose other restrictions in proclaimed emergencies.
Curfew
The City Council or whomever the City Council has authorized to restrict the movement of people and property during an emergency is primarily responsible for ordering an evacuation, quarantine, curfew, or other restriction on travel. This authorization may be in the form of an ordinance, resolution, or order that the Council has enacted.
Curfews may be initiated as a crime prevention measure depending on the intensity of the disaster and the level of damage sustained.19 The decision to implement a curfew and the duration rests with the City Council, however, curfews should be coordinated through the Sonoma County OA. Curfews may be implemented City-wide, or within specific areas depending on the emergency.
The Chief of Police also has curfew authority: “For the suppression of riot, public tumult, disturbance of the peace, or resistance against the laws or public authorities in the lawful exercise of their functions, the chief of police has the powers conferred upon sheriffs by general law and in all respects is entitled to the same protection.” Specifically, “The Sheriff shall prevent and suppress any affrays, breaches of the peace, riots and insurrections which come to his knowledge, and investigate public offenses which have been committed.”20 The Sheriff also has the responsibility for closing areas to the public and consequently to order an evacuation.21 Although the regulation uses the term “Sheriff”, the Chief of Police is provided with the same authority.
Fire Marshal (Sonoma Valley Fire District)
In accordance with the California Code of Regulations Title 24, Part 9 the Fire Code Official/Fire Marshal22 is authorized to enforce provisions of the Fire Code and to render interpretations of the Fire Code, and to adopt policies, procedures, rules and regulations in order to clarify the application of those code provisions related to structures, processes, premises and safeguards regarding all of the following:
1. The hazard of fire and explosion arising from the storage, handling or use of structures, materials, or devices.
2. Conditions hazardous to life, property, or public welfare in the occupancy of structures or premises.
3. Fire hazards in the structure or on the premises from occupancy operation.
4. Matters related to the construction, extension, repair, alteration or removal of fire suppression or alarm systems.
5. Conditions affecting the safety of firefighters and emergency responders during emergency operations.
While the Fire Marshal’s authority does not expand in a proclaimed local emergency, their code enforcement efforts may be used to ensure public safety throughout the City with the exception of Single-Family Dwellings. 18 See Robert T. Stafford Disaster Relief Act (Public Law 93-288) as the statutory authority for most federal disaster response activities 19 See Legal Guidelines for Controlling Movement of People and Property During an Emergency, California Governor’s Office of Emergency Services, 1999 20 California Government Code Section 26602
21 California Penal Code Sections 409, 409.5, 409.6
22 See https://codes.iccsafe.org/content/CFC2019P1
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Certified Unified Program Agencies (CUPA)
The County of Sonoma Fire Prevention Division is the Certified Unified Program Agency (CUPA) for the City of Sonoma. As the CUPA, the Fire Prevention Division regulates and enforces all laws that provide protection from hazardous waste and hazardous materials on behalf of five State agencies; Department of Toxic Substance Control, Water Board, Cal EPA (Environmental Protection Agency), State Fire Marshal’s Office and Office of Emergency Service.
Depending on the nature of the emergency or disaster, the Division may gain access to facilities to ensure there are no threats to public safety or the environment.
Information Collection, Analysis, and Dissemination
During emergencies and major disasters, physically having agency representatives—from responding agencies—in the EOC to actively facilitate communication is crucial. The EOC will incorporate agency representatives from City Departments to facilitate interagency communication. Each agency representative will coordinate between the EOC and their respective organizations at both the administration-level and/or with personnel in the field, as required.
The EOC has the equipment and capability to communicate and coordinate with a broad array of internal (field personnel, incident commanders, DOCs) and external stakeholders (response partners, critical infrastructure, key resources, and outside agencies).
Information Collection
Information collection is crucial for successful emergency operations, for both incident management in the field and the EOC. The EOC and other emergency operations/coordination centers need updated information to assess whether the needs of field personnel are being met. Without this information, those facilities are unable to assist or resupply the needs of an Incident Commander (IC). Conversely, ICs and other field personnel need to know when they can expect requested support. The EOC actively collects information concerning conditions observed throughout the City from all available sources, such as: phone calls from residents, updates from impacted communities, and reports from the news media.
This information assists with the initial response, delegating resources, assisting residents, and positioning damage assessment teams. Additionally, the EOC’s Planning Section analyzes and compiles information regarding developing conditions and disseminates it to stakeholders in order to support the development of incident objectives and decisionmaking.
Internal Communications and Coordination
Coordination with field elements from the EOC may be coordinated through relevant DOCs or directly with an Incident Commander.
Additionally, the City of Sonoma EOC will communicate and coordinate with the Sonoma County OA EOC and other cities within the Sonoma County OA. Each city will provide situational awareness and relevant resource status to the Sonoma County OA EOC, and in turn the Sonoma County OA EOC will push aggregated county-wide information back to each city.
In some cases, mutual aid for disciplines with other established mutual aid systems (such as law enforcement) will use such systems while in other cases (commonly known as single-point ordering) the requests will go from the City of Sonoma EOC Logistics section to the Sonoma County OA EOC.
External Communications and Coordination
The City EOC will also coordinate with outside agencies such as special districts, public utilities, volunteer organizations, and/or private agencies. These agencies will communicate directly with the City and may provide a representative to the City EOC, as outlined in the City of Sonoma’s Emergency Operations Center Guidance. The level of involvement of special districts, public utilities, volunteer organizations, and private agencies will vary considerably depending upon the type of incident. EOC staff will make use of existing voice and data systems as available.
The City EOC also utilizes a system called SoCoAlert to provide alert and warning messages to the public within the City limits in the event of an imminent threat requiring the public to take a specific action. The SoCoAlert system is managed by the Sonoma County Department of Emergency Management and can be accessed by local agencies. Details about public alert and warning can be found in Annex B: Alert and Warning.
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Emergency Operations Plan City of Sonoma
The Joint Information Center/Joint Information System (JIC/JIS) is the central distribution point for communicating with the news media and the public. News media channels on radio and television communicate public information provided by the JIC, as does the City’s Emergency Information Webpage that becomes active during incidents.
Coordination with the Field Responders
In a major emergency, the City EOC may be activated to coordinate and support the overall response while field responders use ICS. The Incident Commander will initially be the most senior officer of the first responding agency.
Responding agencies will determine the most appropriate agency and officer to assume Incident Command. Field coordination occurs under the leadership of the Incident Commander at the ICP.
Incident Commanders for public works, water, fire, and police may communicate with their respective DOC, which in turn will coordinate with the City EOC. Incident Commanders may also report directly to the City EOC, usually to their counterpart in the Operations Section. When the City EOC is directly overseeing Incident Command teams, the EOC is operating in a centralized coordination and support mode.
Coordination with the Sonoma County Operational Area
Coordination and communications should be established between the activated City of Sonoma EOC and the Sonoma County OA EOC. Sonoma County uses an Operational Area Multi Agency Coordination System (MACS) concept when developing response and recovery operations. When and where possible, Sonoma County will include jurisdictional representatives in planning for jurisdictional support.
Figure 3 (Hierarchy of Disaster Response in Sonoma, California) below shows the different levels of government emergency response during large-scale disasters and how they relate to one another under SEMS (lines of communications and coordination).
Figure 3: Hierarchy of Disaster Response in Sonoma, California Administration, Finance, and Logistics
Administration and Finance
Any eligible entity desiring federal disaster assistance is responsible for tracking, compiling, and submitting accurate and complete disaster-related expenditures incurred during the incident period to the EOC Finance Section Chief. The City will add this information to the State’s Preliminary Damage Assessment for requesting supplemental federal assistance under the Stafford Act.
During the disaster recovery process that follows a federal declaration approved under the Stafford Act, the Director of Agenda Item #9.1:
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Emergency Operations Plan City of Sonoma
Emergency Services is designated as City of Sonoma’s “applicant agent.” As applicant agent, the Director of Emergency Services - or the Chief Financial Officer as the alternate applicant agent—is authorized to submit incident-related reimbursement requests from eligible entities of county government for federal disaster assistance.
Logistics
Resource acquisition and distribution is divided into pre-incident—which is usually preventative, although can also be in anticipation of a specific event—incident specific, and post-incident phases. Grants typically fund pre-incident resource acquisition; procurement for such follows the normal rules for purchases established in City of Sonoma centralized procurement policy located in City Code 3-04 for goods and general services.
Grant or FEMA procedures are implemented by centralized procurement staff, utilizing either federal/grant or City policy for procurement, whichever is more restrictive. Incident-specific acquisitions for an impacted entity typically begin with a localized declaration of emergency, resource requests from field personnel, such as an Incident Commander, or in anticipation of an event by an authorized official. Procurement of both incident specific (exigent) and post-incident resources may occur through processes allowed via City Code 3-04, either by quoted process, direct purchase (from a supplier/vendor) when appropriate, through local government mutual aid, or existing contracts if established with correct terms/conditions for the particular incident.
During EOC activations, the EOC’s Logistics Section - under the direction of the EOC Director - manages resources provided in support of emergency operations. When there are multiple competing resource requests for a limited supply of resources, the EOC Director prioritizes resource acquisition and/or distribution according to the EOC Action Plan, and under advisement from the Operations Section Chief. The scale or complexity of incident, competing requests, ongoing threats to life safety or property and the environment, current or expected conditions (such as weather), location of the resource relative to the incident scene, and the means of distribution/delivery are several of the factors that can influence prioritization of resource requests.
The EOC will track all resources provided for responding to and recovering from emergencies and major disasters.
Whenever possible, resources are returned to their original configuration/condition upon demobilization.
Plan Development and Maintenance
The City Manager is responsible for the review, revision, management, and distribution of the EOP. The EOP will be reviewed on a biennial basis but may be modified at any time as a result of a post-incident or post-exercise evaluation, and changes in responsibilities, procedures, laws, or regulations.
This EOP Basic Plan is subject to three-year formal review and approval by the City Council, whereas the Hazard Specific and Functional Annexes are revised as needed and are not subject to formal review. The annexes are considered an extension of this EOP. The EOP will be distributed to City staff, key stakeholder organizations, and will be posted on the City’s website for public reference. The EOP Basic Plan should also be reviewed after each EOC Plan Activation for any needed updates or changes.
This shall be the official “Emergency Operations Plan for the City of Sonoma” and shall supersede previous plans. Nothing in this plan shall be construed in a manner that limits the use of good judgment and common sense in matters not foreseen or covered by the elements of the plan or any appendices Record of Changes
Change
Number Description of Change Page Number
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Emergency Operations Plan City of Sonoma
Authorities and References
Local
This EOP is promulgated and adopted under the authority of Sonoma Municipal Code Section 2.36.080.
State
State authority is to be found, in part, in California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code). California state and local jurisdictions use SEMS as outlined in Chapter 1 of Division 2 of Title 19 of the California Code of Regulations and the California Government Code §8607 et sec.
The following authorities and references are also applicable:
● Standardized Emergency Management System Regulations: California Code of Regulations, Title 19, Division 2, Chapter 1
● Disaster Assistance Act Regulations: California Code of Regulations, Title 19, Division 2, Chapter 6 ● Local Emergency Prevention Measures for County Health Official: California Health and Safety Code §101040 ● California Disaster and Civil Defense Master Mutual Aid Agreement ● California Disaster Assistance Act
● SB-160: Emergency Services Cultural Competence
● Orders and Regulations that may be promulgated by the Governor during a State of Emergency or a State of War Emergency
Federal
Federal authority is found in the Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 93- 288), Homeland Security Presidential Directive 5, “Management of Domestic Incidents” and Homeland Security Presidential Directive 8, “National Preparedness”. The emergency management system used nationally is NIMS.
The following authorities and references are applicable:
● Robert T. Stafford Emergency Disaster Relief and Emergency Assistance Act (42 U.S.C. §5121 et seq., as amended) ● Code of Federal Regulations: Title 44, Part 206
● Homeland Security Presidential Directive 5, Management of Domestic Incidents, National Incident Management System, February 28, 2003
● National Response Framework, Second edition, U.S. Department of Homeland Security, July 2014 Agenda Item #9.1:
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Emergency Operations Plan City of Sonoma
Acronym List
● ADA Americans with Disabilities Act
● AFN Access and Functional Needs
● CBO Community Based Organization
● COOP/COG Continuity of Operations Plan / Continuity of Government ● COPE Citizens Organized to Prepare for Emergencies
● DOC Department Operations Center
● DSW Disaster Service Worker
● EMMA Emergency Management Mutual Aid
● EMS Emergency Medical Services
● EOC Emergency Operations Center
● EOP Emergency Operations Plan
● FEMA Federal Emergency Management Agency
● ICS Incident Command System
● ICP Incident Command Post
● JIC/JIS Joint Information Center / Joint Information System ● MJHMP Multijurisdictional Hazard Mitigation Plan
● NIMS National Incident Management System
● NRF National Response Framework
● OA Operational Area
● DEM Department of Emergency Management
● PSPS Public Safety Power Shutoff
● ROC Regional Operations Center
● SEMS Standardized Emergency Management System
● SOP Standard Operational Procedure
Functional Annexes (Published Separately)
A: Care & Shelter Annex
B: Alert & Warning Annex
C: Damage Assessment Annex
Hazard Specific Annexes (Published Separately)
D: Earthquake Annex
E: Wildfire Annex
F: Storm Annex
G: Terror / Active Attacker Annex
H: PSPS Annex
Agenda Item #9.1:
City of Sonoma
RESOLUTION # _______ - 2024
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SONOMA ADOPTING THE UPDATED 2024 CITY OF SONOMA EMERGENCY OPERATIONS PLAN (EOP)
WHEREAS, the City of Sonoma recognizes the importance of maintaining a current and comprehensive Emergency Operations Plan (EOP) to ensure preparedness, effective response, and recovery in the event of disasters and emergencies; and WHEREAS, the City’s last EOP was adopted in 2015, and it is necessary to update the plan to reflect current best practices, changes in regulations, and the City’s operational capabilities; and WHEREAS, the updated 2024 EOP provides an organized structure for the City’s response to disasters and emergencies, ensuring coordination among various City departments, Sonoma County, state and federal agencies, and community partners; and
WHEREAS, the 2024 update to the EOP primarily includes revisions to the Base Plan, while specific annexes that address particular types of disasters will be updated and added separately as needed; and
WHEREAS, the updating and addition of these annexes do not require City Council approval, allowing for flexibility and responsiveness in the City’s emergency management framework; and WHEREAS, the City of Sonoma has conducted a thorough review of the 2024 EOP to ensure it meets the needs of the community and complies with state and federal emergency management guidelines, including the California Emergency Services Act, the Standardized Emergency Management System (SEMS), and the National Incident Management System (NIMS); and NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Sonoma hereby adopts the updated 2024 Emergency Operations Plan (EOP) and directs City staff to implement the plan as the official framework for emergency management in the City of Sonoma.
BE IT FURTHER RESOLVED, that the City Manager is authorized to make administrative updates to the annexes of the EOP as necessary, without requiring further approval from the City Council, to ensure the plan remains current and effective in addressing specific disaster scenarios.
PASSED, RESOLVED, AND ADOPTED, at a Regular meeting of the City Council of the City of Sonoma on this 21st day of August 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
________________________________
John Gurney, Mayor
ATTEST:
_______________________________
Agenda Item #9.1:
Rebekah Barr, MMC, City Clerk
Agenda Item #9.1:
UNDERSTANDING SONOMA’S UPDATED
EMERGENCY OPERATIONS PLAN AND
DISASTER PREPAREDNESS STRATEGY
Prepared f or:
Sonoma Cit y Council
August 21, 2024
Agenda Item #9.1:
EMERGENCY PLANNING IS MORE
IMPORTANT THAN EVER
Environmental and human-caused disasters are more common than ever
In recent years, Sonoma and neighboring communities have experienced wildfires, earthquakes, severe winter storms, and major power outages
There is an increased risk of active shooter incidents or other terrorist attacks
Staff turnover has resulted in changed in institutional knowledge and emergency experience
Without adequate planning, disasters can be extremely costly, and potentially deadly
Agenda Item #9.1:
REFRESHING SONOMA’S
EMERGENCY PLANNING STRATEGY
The City of Sonoma is focused on strengthening disaster preparedness and response through enhanced planning and additional training
EOP outlines a framework for the City’s response to and management of emergencies
Previous EOP approved in 2015; since that time there have been:
Lessons learned from wildfires, severe weather, PSPS, etc.
Developments in Emergency Management practices
Additional legislative changes to regulatory requirements Agenda Item #9.1:
INTEGRATING A HOLISTIC
APPROACH TO EMERGENCY
PLANNING
Focuses on a Whole Community Approach
Integrates additional Access and Functional Needs (AFN) planning
Includes:
Mitigation, preparedness, response, and recovery
Includes:
City Departments, Agencies, and partners
Establishes:
Roles, responsibilities, and procedures
Agenda Item #9.1:
KEY UPDATES
Enhanced alignment with SEMS/ N IMS
Updated procedures for coordination and communication
in multi-agency and multi-jurisdictional emergencies
Compliance with recent regulations and guidance from
Department of Homeland Security
Updated legal framework and authorities
New references to California Emergency Services Act
Reflects updates to CA Natural Disaster Assistance Act
Latest guidelines from CalOES
Agenda Item #9.1:
KEY UPDATES
Revised Emergency Proclamation procedures
More detailed process for local proclamations
Includes roles and responsibilities for Director of EM and City Council
Outlines steps for requesting State and Federal assistance Continuity of Government enhancements
Line of succession for key management staff
Comprehensive plan for critical city services, including essential functions and preserving vital records
Agenda Item #9.1:
KEY UPDATES
Integrating best practices and lessons learned
Includes suggested enhancements from AAR’s and recent exercises New sections on training and exercises emphasize regular practice and post-incident reporting to identify areas for improvement Improved coordination with regional and County plans
Streamlined collaboration with Sonoma County OA and other regional partners
Enhanced integration and resource sharing during events Updated references and resources
Federal and State emergency plans
Mutual Aid Agreements
Relevant Codes and Resolutions
Agenda Item #9.1:
YOUR QUESTIONS?
Agenda Item #9.1:
City of Sonoma
Agenda Item Summary
Meeting: City Council - 21 Aug 2024
Department
Planning and Community Services
Staff Contact
Jennifer Gates, AICP, Community Development
Director, Michael Berger, Public Works Director
Agenda Item Title
Discussion, Consideration, and Possible Adoption of a City Council Resolution to Adopt a Policy to Allow for Alternative Sidewalk Materials and Designate the Public Works Director the Authority to Issue Permits for Sidewalks and Driveways.
Summary
Tree preservation and safe paths of travel are priorities for the City of Sonoma. Trees are sometimes planted in planting strips that are too small, and as the trees mature, their roots push up the sidewalk and may create tripping hazards. Sometimes, the trees need to be removed due to unsafe conditions, but in other cases, it may be feasible to preserve the tree and provide a safe path of travel with sidewalk materials other than concrete. However, the City currently requires concrete to be used for all sidewalks.
Sonoma Municipal Code (SMC) Chapter 12.12, Sidewalk and Driveway Construction, requires a permit to construct a sidewalk, curb, gutter, and driveway. SMC Section
12.12.090(C), Regulations, states that all sidewalks must be constructed of concrete unless special permission is obtained from the City Council. This requirement may impose a significant burden on some applicants that may wish to use alternative material to construct or repair a sidewalk in a matter that promotes pedestrian safety and preserves healthy trees.
To provide greater flexibility, staff requests the City Council adopt a citywide policy that allows for alternative materials for sidewalk construction where special site circumstances exist, such as preservation of a healthy tree if alternative sidewalk material is used. The policy would give the Public Works Director, or their designee, the authority to determine when such special site circumstances exist and approve the use of alternative sidewalk material. The Public Works Director would make this determination after consultation and consensus by a certified arborist and the City Engineer.
In addition, SMC Section 12.12.010 provides that sidewalk construction or repair requires a permit issued by the building inspector, unless City Council designates another official. Staff is recommending the Public Works Director be the designated authority for permit issuance because the right-of-way is under the Director’s general authority.
Recommended Council Action
Adopt the resolution to establish a citywide policy for alternative sidewalk materials where special site circumstances exist and designating the public works director the authority to issue sidewalk and driveway permits.
Alternative Actions
Agenda Item #9.2:
Council discretion.
Financial Impact
There are no foreseen financial implications from implementing this policy as the Public Works Department already participates in issuing permits for sidewalks and driveways. Costs associated with new sidewalks adjacent to private properties and tree removal and maintenance permits are paid for by the private property owner.
Environmental Review Status
Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Attachments
Resolution Sidewalk Material Policy
Alignment with Council Goals:
PARKS AND RECREATION/COMMUNITY SERVICES
Agenda Item #9.2:
City of Sonoma
RESOLUTION # _______ - 2024
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SONOMA ESTABLISHING A
CITYWIDE POLICY FOR ALTERNATIVE SIDEWALK MATERIALS WHERE SPECIAL SITE
CIRCUMSTANCES EXIST AND DESIGNATING PUBLIC WORKS DIRECTOR THE
AUTHORITY TO ISSUE SIDEWALK AND DRIVEWAY PERMITS
WHEREAS, the City Council of the City of Sonoma (“the City”) desires to allow for alternative sidewalk materials for special site circumstances under Sonoma Municipal Code section 12.12.090(C); and
WHEREAS, the City desires to designate the authority to issue sidewalk and driveway permits under Sonoma Municipal Code section 12.12.010 to the Public Works Director; and WHEREAS, on August 21, 2024 the City Council discussed allowing alternative sidewalk materials to concrete and designating the Public Works Director the authority over sidewalk and driveway permits; and
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Sonoma as follows:
SECTION 1:
The City Council hereby delegates to the Public Works Director, or their designee, the authority to approve materials other than concrete for sidewalk construction or repair under SMC Section
12.12.090(C) when special site conditions exist. Special site conditions shall be determined by the Public Works Director, or their designee, based on the particular facts and circumstances of the site. Such facts and circumstances include, but are limited to, where alternative materials will allow for the preservation of healthy trees without compromising pedestrian safety. Special site conditions shall not exist if cost is the sole justification for the use of alternative materials.
The Public Works Director may consult with a certified arborist, the City Engineer, and any other persons deemed necessary to assist in determining whether the proposed alternative material will result in tree preservation and pedestrian safety. The Public Works Director may establish any regulations necessary or convenient to administer this policy and give notice of them by maintaining them on the City's website.
SECTION 2:
In accordance with SMC Section 12.12.010, the City Council designates the Public Works Director as the City official with the authority to issue permits related to sidewalks, curbs, gutters, and driveways under SMC Chapter 12.12. Until such time as this Resolution is repealed or superseded, the term “building inspector” shall be synonymous with the Public Works Director where used in SMC Chapter 12.12.
BE IT FURTHER RESOLVED, that the City Council, in its independent judgment, finds that the policy is not subject to environmental review as per Section 15060(c) of the CEQA Guidelines because the activity in question is not a project as per Section 15378(b)(2) of the Agenda Item #9.2:
CEQA Guidelines.
PASSED, RESOLVED, AND ADOPTED, at a Regular meeting of the City Council of the City of Sonoma on this 21st day of August 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
__________________________________
John Gurney, Mayor
ATTEST:
__________________________________
Rebekah Barr, MMC, City Clerk
Agenda Item #9.2:
City of Sonoma
Agenda Item Summary
Meeting: City Council - 21 Aug 2024
Department
Administration
Staff Contact
Rebekah Barr, MMC, City Clerk
Agenda Item Title
Appointments to the Sonoma Valley Groundwater Sustainability Advisory Committee and Sonoma Community Housing Corporation
Summary
Several of the Group B Regional/Valley boards have vacancies. This item will address the vacancies on the Sonoma Valley Groundwater Sustainability Advisory Committee and Sonoma Community Housing Corporation.
This positions are appointed by a majority vote of the Council.
Sonoma Valley Groundwater Sustainability Advisory Committee The following applications were received:
Sonoma Community Housing Corporation
The following applications were received:
Recommended Council Action
Make appointments to the Sonoma Valley Groundwater Sustainability Advisory Committee and Sonoma Community Housing Corporation by majority vote of the City Council.
Alternative Actions
Council discretion.
Financial Impact
There is no financial impact resulting from this action.
Environmental Review Status
Agenda Item #9.3:
Environmental Impact Report
Negative Declaration
Exempt
Not Applicable
Approved/Certified
No Action Required
Action Requested
Attachments
Commission Application - Laura Rosas - GSA AC
Commission Application - Elena Neigher - SVGSAC
Commission Application - Joshua Dickinson - GSA AC
Commission Application - Marc Baker - SCHC
Alignment with Council Goals:
Not Applicable
Agenda Item #9.3:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma
COMMISSION APPLICATION
Received Date: February 25, 2024
Application Type: Sonoma Valley Groundwater Sustainability Agency
Other Interest: Climate Action Commission or the Sonoma Valley Community Advisory Commission
CA-24-7
NAME: Laura Rosas
ADDRESS:
PHONE:
ALTERNATIVE PHONE:
EMAIL ADDRESS: [email protected]
ARE YOU APPLYING FOR A
YOUTH POSITION?
No
EDUCATIONAL BACKGROUND: Juris Doctor, University of Pittsburgh School of Law, Studies Included: Healthcare Transactions, Finance in the Healthcare Industry, Environmental Law, Employment Discrimination, Health Insurance Portability and Accountability Act, 2004
Master of Public Health, University of Pittsburgh Graduate School of Public Health, Health Care Management and Policy. Studies Included: Quality Assessment, Epidemiology, Health Insurance, Finance and Accounting, Health Insurance Portability and Accountability Act and Emergency Medical Services Research (Ind. Study) 2004
Bachelor of Arts, University of Pittsburgh, Political Science, 1995.
OTHER RELEVANT EXPERIENCE: I have over 20 years experience in the public sector and extensive experience interpreting federal, state and local regulations. While my professional experience has focused on the health care delivery system, there is a strong nexus with environmental issues.
COMMUNITY INVOLVEMENT: Sonoma Valley Historical Society, Sonoma Valley Newcomers Club, Crittenden Middle School PTA
GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? If so, how many? no
What is your understanding of the role and responsibility of this Commission? Agenda Item #9.3:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION The Groundwater Sustainability Agency's purpose is to sustainably manage groundwater in Sonoma Valley basin. The advisory committee provides input and recommendations to the agency on sustainability, implementation and policies.
What would be your goal(s) as a Commissioner?
My goal would be to help advise the agency on policies and outreach opportunities to support the community conserve water and prepare for drought. I understand that I will need to become well-versed in the issues and relevant regulations. I would work hard to be informed and would provide my perspective as a resident of the Sonoma Valley who strongly believes in conservation and climate change and the difficulty of balancing the needs of multiple groups for a finite resource. Climate change has made our weather more unpredictable, with longer and dryer summers that lead to droughts. In order to prepare for the climate challenges ahead, planning and public education are essential and I would seek to support and inform those programs.
What do you feel you could contribute to see these goals realized? While I moved here last year, I have over 20 years experience in government at the local, state and federal level and understand how to work with others to achieve positive change.
Have you previously served, or do you currently serve, on a Sonoma Commission or Committee? If yes, which one(s) and for what period of time?
No
Is there anything else you would like us to consider when reviewing your application? We bought our home in El Verano in February 2023 so I am new to the area, but am very committed to becoming involved in the community. As a policy maker and a health care executive, I understand the critical importance of water for both the community's health as well as the economic viability of the agricultural sector. I would very much like to contribute to policy solutions, particularly as we all confront the worsening effects of climate change.
I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☒ I AGREE
Laura Rosas February 25, 2024
Agenda Item #9.3:
1 LAURA ROSAS, JD, MPH
________________________________________________________________________________________________________ Sonoma, CA | [email protected] | | www.linkedin.com/in/lauraelizabethrosas
Professional Summary
Strategic, transformational executive leader with extensive experience in health care, including four years in current role as chief executive officer of a Knox-Keene licensed health plan operating in three counties, transforming the organization into an industry standard health maintenance organization. Developed effective partnerships with community organizations, provider groups, and other community and national organizations. Significant experience in health information technology, including large-scale system implementations, privacy and security and data exchange and interoperability.
EXPERIENCE
Chief Executive Officer, Valley Health Plan (VHP), County of Santa Clara, San Jose, CA (2019-Present) • CEO of a Knox-Keene licensed managed care plan, owned by the County of Santa Clara with over 300 employees, including four lines of business; MediCal, Covered California, Individual and Family Plan (IFP), commercial coverage to Santa Clara County employees and In-Home Support Service Workers, and the Primary Care Access Program (PCAP) for the uninsured, totaling over 219,000 members.
• Led transformational change across the organization, hiring new executive team over three years, including Chief Medical Officer, Chief Business Development Officer, Chief Financial Officer and other executive level positions.
• Contracted, launched and went live on-time with Epic Tapestry, a full system transformation which includes claims, medical management, provider and member portals, billing and enrollment, pharmacy, member services, appeals and grievances and finance. • Successfully expanded VHP’s commercial and Covered California lines of business into San Benito and Monterey counties.
• Oversaw the re-organization of the medical management department to industry standards, including; hiring new CMO, new Medical Director, creation of an in-house comprehensive case management team, and a strategic improvement team that designed and launched a provider pay for performance program in 2022.
• Developed health economics team, hiring an Assistant Director of Managed Care to hire and develop an analytical team that now provides in-depth financial and economic analysis. • Led the creation of a data warehouse that holds all the plan’s data across several legacy systems and available to employees through Power BI.
• Increased staff by 100+ FTEs to ensure organization could meet regulatory requirements, strategic goals and operational needs.
• Successfully expanded VHP’s commercial and Covered California lines of business into San Benito and Monterey counties.
• Increased VHP’s provider network by over 5000 providers. • Provides regular reports and updates to the Santa Clara County Board of Supervisors in open public forum.
• Serves as non-scientific member on the Santa Clara Health System Institutional Review Board (IRB).
Agenda Item #9.3:
2 Chief Compliance Officer, County of Santa Clara Health System, San Jose, CA (3/2018-11/2019) • Provided leadership and oversight on ethics, privacy, and compliance for the County’s public safety net health system, including Santa Clara Valley Medical Center, O’Connor Hospital, St. Louise Regional Hospital, Valley Health Plan, 11 Federally Qualified Healthcare Centers, Custody Health services, Behavioral Health Services Department, and the Santa Clara County Public Health Department.
• Led a staff of 14 FTEs, including two Compliance Officers, three health care managers and eight analysts.
• Served on the Valley Health Plan Oversight Board for Valley Health Plan. • Appointed by the Medical Staff Office to the Santa Clara Health System Institutional Review Board (IRB).
• Developed the Data Access Request process to facilitate data sharing across the County Health System.
• Provided expertise on the implementation of Electronic Health Records (EHRs) to ensure compliance with 42 CFR Part 2, the substance use treatment privacy regulation and the HIPAA Privacy and Security Rules.
• Provided expertise to County leadership on California Department of Managed Health Care (DMHC) regulations and California Department of Health Care Services (DHCS), health care privacy, ethics and compliance.
Associate Director of Privacy, Stanford University, University Privacy Office, Stanford, CA (6/2017- 2/2018)
• Provided leadership and expertise in the analysis of privacy and security issues in Institutional Review Board (IRB) pending and approved research protocols and University initiatives. • Led process improvements and workflow redesign for the University Privacy Office • Analyzed, interpreted and provided guidance on the privacy and security issues related to cuttingedge technologies in the evolving legal and technical landscape across the University. • Communicated complex privacy and legal concepts and policies to academic chairs, IRB, professors, executives, technical staff, and operational stakeholders.
Division Director, Interoperable Health IT Adoption, (GS-15) Office of the National Coordinator for Health IT, U.S. Department of Health and Human Services (2015-2017)
• Oversaw the Regional Extension Center (REC) program (720m), the Advance Health Information Extension Program (31m), the Community Health Information Exchange Program. • Led strategic planning, the development of organizational structure, and assisted with the budget execution of the division.
• Responded to legislative inquiries and executive level correspondence. • Designed an organizational structure to promote effective work accomplishment and sets standards for management controls, productivity, and efficiency. • Led a team of 6 public health analysts (6 FTEs) overseeing complex interstate and intrastate health information exchange projects totally 31 million dollars. • Served as a subject matter expert (SME) on behavioral health regulations and the integration of behavioral health information into primary and specialty care practices. • Led the value-based payment implementation and technical assistance efforts for the Office of Programs.
Agenda Item #9.3:
3 • Analyzed and commented on proposed rules, regulations and other policy proposals that impact health IT.
Lead Public Health Advisor, Team Lead, Health IT Team, (GS-14) Substance Abuse and Mental Health Services Administration (SAMHSA) U.S. Department of Health and Human Services (2014-2015)
• Provided technical and administrative direction to a team of expert public health advisors working on integrating health IT into behavioral health to improve access and quality of services, including the development of internationally recognized standards, interpretation of 42 CFR Part 2 and related innovations to protect patient privacy, exchange data and facilitate care and recovery. • Led team that developed a major revision of the confidentiality regulation known as 42 CFR Part 2 released as an NPRM in February of 2016.
• Served as the Contracting Officer’s Representative (COR) Level III on a $18m contract that supports all of SAMHSA through braided funding.
• Provided authoritative advice and assistance to senior management on how health IT can improve behavioral health care policies.
• Provided technical advice and guidance to staff, leadership and stakeholders concerning policies and operations directed toward improving the integration of behavioral health and physical health through IT.
• Led the development of electronic specification of clinical quality measures for behavioral health Senior Advisor, Office of the National Coordinator for Health Information Technology, (GS-14) Office of the Chief Privacy Officer (OCPO) U.S. Department of Health and Human Services (2013 -2014)
• Led the coordination of ONC’s efforts to promote and facilitate laboratory interoperability to providers, patients and public health organizations.
• Served as Subject Matter Expert and ONC Lead on the Regional Extension Center Privacy and Security Community of Practice to assist in implementation of electronic health record systems in health care provider practices and organizations.
• Led the development and design of the HHS Security Risk Assessment Tool for health care organizations available at www.healthealth IT.gov/providers-professionals/security-riskassessment-tool. • Served as the project lead, subject matter expert and the Contracting Officer’s Representative, responsible for developing budget and project plan and all other contract resources. • Led the analysis of public comments for the revision and improvement of the Security Risk Assessment Tool, version 2.0
• Designed, managed and developed the security-focused video game series known as Cybersecure Your Medical Practice available at www.healthealth IT.gov/providers-professionals/privacysecurity-training-games , including the management of all contracted resources, budget and collaboration across HHS Office for Civil Rights and Office of General Counsel • Developed and delivered Privacy and Security Boot camp to Regional Extension Center grantees in order to assist provider practices in implementing health IT, recently developed web version for grantees
Program Analyst, Office of the National Coordinator for Health Information Technology, Office of the Chief Privacy Officer (OCPO) U.S. Dept of Health and Human Services (2011-2013) Agenda Item #9.3:
4 • Provided expertise on the privacy and security issues related to electronic health record systems implementation in the health care sector including the Health Insurance Portability and Accountability Act’s Privacy and Security Rule
• Served as Subject Matter Expert and ONC Lead on the Regional Extension Center Privacy and Security Community of Practice to assist in implementation in health care provider practices • Analyzed and commented on proposed rules, regulations and other policy proposals that impact health IT in the health care industry including the Affordable Care Act • Developed detailed plans, goals and objectives for long- and short-range planning for OCPO and ONC
• Led OCPO’s communications plan development and execution across a variety of stakeholders and audiences
• Utilized discretion and judgment to conduct and lead all phases of project planning, organization and completion.
• Provided healthcare sector expertise to OCPO’s patient and provider identification efforts, including OCPO’s role in the National Strategy for Trusted Identities in Cyberspace Project Officer, Office of the National Coordinator for Health Information Technology U.S. Dept. of Health and Human Services (2010-2011)
• Oversaw eight Regional Extension Centers (RECs) projects in seven states including; New Jersey, Delaware, Maryland, West Virginia, Virginia, Pennsylvania, and the District of Columbia, accounting for 100 million dollars of ARRA funding and over 21,000 provider electronic health record systems implementations.
• Created and lead the Regional Extension Center Privacy and Security Community of Practice to assist grantees in implementing secure electronic health record systems in provider practices. • Provided technical assistance to projects on outreach, vendor selection, contracting, electronic health record systems implementation, functional interoperability and privacy and security in provider practices.
• Collaborated across ONC on the development of policies that support the Regional Extension Center (REC) program for the expansion of health IT.
• Responsible for Regional Extension Centers compliance with programmatic and budgetary requirements.
• Responsible for on-site visits and programmatic audits of Regional Extension Centers • Served on the Objective Review Panel for Centers for Disease Control and Prevention (CDC) grant on public health and laboratory interfaces.
Director of Policy and Compliance, Primary Care Information Project (PCIP) NYC Dept. of Health and Mental Hygiene (NYC DOHMH) (2008-2010)
• Developed and led the vision and strategy for PCIP’s privacy and security program, the first largescale community implementation of electronic health record systems in the United States. • Supervised staff focused on providing technical assistance to providers and staff and working with hospitals and large federally qualified health centers on developing strategies for resolving compliance issues.
• Oversaw PCIP’s compliance program, including the Policy and Compliance Committee (includes hospitals and health centers) which explored and resolved compliance issues related to electronic health technology.
Agenda Item #9.3:
5 • Responsible for NYC Department of Health and Mental Hygiene (DOHMH) policy and coalitionbuilding efforts across the Department for New York State’s initiatives on health IT across the State. • Represented the Department at state, regional and national meetings related to health IT and exchange.
• Chair of New York eColloborative Minor Consent “Tiger Team” • Represented DOHMH on the Board of Directors for the Bronx RHIO, the Brooklyn Health Information Exchange, Interboro RHIO and the New York eCollaborative Policy and Operations Council.
Manager of Privacy and Security, Primary Care Information Project, NYC DOHMH (2007-2008) • Developed and oversaw the PCIP’s privacy and security program, including the creation of training for all providers and the development of education for participating practices • Co-led four health information exchange services, including monitoring and troubleshooting laboratory interfaces for patient results, the Citywide Immunization Registry for childhood immunization records, e-Prescribing for provider prescriptions and and Medicaid medication pilot project for underserved patients and their physicians.
• Served as liaison to Agency’s General Counsel’s Office and Inter-Governmental Affairs Office on issues related to PCIP and health IT.
• Served as co-chair of New York eColloborative (NYeC) Contractual and Regulatory Subgroup of Privacy and Security Workgroup.
EDUCATION
Juris Doctor, University of Pittsburgh School of Law, Studies Included: Healthcare Transactions, Finance in the Healthcare Industry, Environmental Law, Employment Discrimination, Health Insurance Portability and Accountability Act
Master of Public Health, University of Pittsburgh Graduate School of Public Health, Health Care Management and Policy. Studies Included: Quality Assessment, Epidemiology, Health Insurance, Finance and Accounting, Health Insurance Portability and Accountability Act and Emergency Medical Services Research (Ind. Study)
Bachelor of Arts, University of Pittsburgh, Political Science.
CERTIFICATIONS and AWARDS
National Coordinator’s Award: Excellence in Management, Office of the National Coordinator for Health IT, United States Department of Health and Human Services, January 2017 Executive Potential Program, 2016, Graduate School USA. Selected for federal government leadership development program in preparation for senior executive roles in federal service.
Administrator’s Leading Change Award, 2015 Substance Abuse and Mental Health Services Administration (SAMHSA) In recognition for leadership role in updating regulations related to privacy in substance abuse treatment, United States Department of Health and Human Services, Agenda Item #9.3:
6 Secretary’s Award for Meritorious Service - Regional Extension Center Team, US Dept. of Health and Human Services, June 2014
National Coordinator’s Award: Excellence in Outreach, Office of the National Coordinator for Health IT, US Dept. of Health and Human Services October 2013
Contracting Officer’s Representative (COR) – Federal Acquisition Institute (FAI) COR Level III, US Dept. of Health and Human Services June 2015 (recertification from COR Level II) Agenda Item #9.3:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma
COMMISSION APPLICATION
Received Date: August 9, 2024
Application Type: Sonoma Valley Groundwater Sustainability Agency Advisory Committee
CA-24-21
NAME: Elena Neigher
ADDRESS:
PHONE:
EMAIL ADDRESS: [email protected]
ARE YOU APPLYING FOR A
YOUTH POSITION?
No
EDUCATIONAL BACKGROUND: High School: The Branson School, Ross, CA College: UC Davis - Bachelor of Science in Environmental Science and Management, 2013 (attended 2008-2013)
Law School: Golden Gate University School of Law, J.D., 2018 (attended 2015- 2018)
OTHER RELEVANT EXPERIENCE: I currently practice land use and real estate law, including groundwater and water law, in Napa and Sonoma Counties. I have experience with SGMA specific to Napa and Sonoma Counties.
COMMUNITY INVOLVEMENT: n/a
GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? If so, how many? n/a
What is your understanding of the role and responsibility of this Commission? The advisory committee is made up of Sonoma Valley community constituents who participate in providing input from the community to the Board of Directors of the Sonoma Valley GSA, including input related to implementation of the groundwater sustainability plan and related policies/issues.
What would be your goal(s) as a Commissioner?
I would like to serve my community in an area that I have relevant experience and feel I can provide valuable input.
What do you feel you could contribute to see these goals realized? Based on my background and experience, I have the knowledge and expertise to provide an in depth understanding of the issues and complexities related to groundwater. I have followed the development of SGMA since its inception and therefore feel I could provide input on its implementation. In addition, my background in environmental and land use law would provide a unique and in-depth perspective of how to Agenda Item #9.3:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION deal with issues facing the Sonoma Valley GSA.
Have you previously served, or do you currently serve, on a Sonoma Commission or Committee? If yes, which one(s) and for what period of time?
n/a
Is there anything else you would like us to consider when reviewing your application? I would be honored to be selected for this committee and feel I could provide much needed knowledge and input to the GSA Board of Directors.
I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☒ I AGREE
Elena M. Neigher August 9, 2024
Agenda Item #9.3:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION City of Sonoma
COMMISSION APPLICATION
Received Date: February 4, 2024
Application Type: Sonoma Valley Groundwater Sustainability Agency
Other Interest: No
CA-24-2
NAME: Joshua Dickinson
ADDRESS:
PHONE:
EMAIL ADDRESS: [email protected]
ARE YOU APPLYING FOR A
YOUTH POSITION?
No
EDUCATIONAL BACKGROUND: MBA - Robert H Smith School of Business, University of Maryland (2009); MS Environment Science & Policy, Johns Hopkins University (2001); BS Engineering & Environmental Science, University of Notre Dame (1997)
OTHER RELEVANT EXPERIENCE: Deputy Executive Director/Director of Research, WateReuse Association/Foundation (2005-2011) Director of Collaboration & Innovation, Stanford University (2012)
GENERAL QUESTIONS:
Have you ever attended a meeting of the Commission to which you are applying? If so, how many? No
What is your understanding of the role and responsibility of this Commission? Advisory role to the GSA on a quarterly basis
What would be your goal(s) as a Commissioner?
Provide guidance based on my experience, as well as a home owner and business owner in Sonoma What do you feel you could contribute to see these goals realized? Level-headed approach to analyzing problems related to our limited groundwater resources, as well as advocating for appropriate solutions for the community
Have you previously served, or do you currently serve, on a Sonoma Commission or Committee? If yes, which one(s) and for what period of time?
No
Is there anything else you would like us to consider when reviewing your application? It would be my honor to serve this community and share my passion and expertise! I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of Agenda Item #9.3:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☒ I AGREE
Joshua Dickinson February 4, 2024
Agenda Item #9.3:
THIS DOCUMENT AND ALL ATTACHMENTS ARE AVAILABLE FOR PUBLIC INSPECTION CA-23-18
NAME:
ADDRESS:
PHONE:
EMAIL ADDRESS:
City of Sonoma
COMMISSION APPLICATION
Received Date: March 13, 2023
Application Type: Sonoma Community Housing Corporation
Marc Baker
marcbookerbaker@ aol.com
EDUCATIONAL BACKGROUND: (High School, College, Professional, Vocational, or other Schools Attended. Please include Major or Field of Study, Dates attended, Degree and date of Degree) GENERAL QUESTIONS:
I certify that all of the information contained in my responses to the questions on this application is true and accurate to the best of my knowledge. I further agree that, by checking the box below and submitting this application, online or otherwise, I am affixing my digital signature to this form as of the date submitted. I also agree that if appointed, I will serve on the Commission/Committee for which I have submitted this application.
☐ I AGREE
Agenda Item #9.3:
MARC BAKER
Sonoma, CA 954 76
Objective: Full time employment in accounting and administration Education
University of North Dakota, B. S. Business Administration, Accounting Sonoma State University, Sales Management, Computerized Financial Management Santa Rosa Junior College, Computer Applications
Information Management Instruction and training, PC Support/ Lan Technician Certificate Experience
Kitchen Works Inc.Accountant/Auditor. Rate of pay$25 per hour Accounting assignments in General Ledger, Payroll, Cost Accounting, Budgeting, and Auditing for the North Bay's largest Home Remodeling company
Rutherford Benchmarks, Inc. Rutherford, CA. Controller. Salary $45,000 Responsible for financial administration of a Wine Company Grossing in excess of $12 million annually, operating two wineries marketing product nationwide.
Omware, Inc. Sebastopol, CA. Support Technician. Salary $30,000 Supplied technical support to users of Masterbuilder, an accounting software package designed for building contractors.
The Patch, Sonoma CA. Owner/Operator. Produced and distributed organically grown fruits and vegetables.
Landmark Vineyards, Kenwood, CA Controller. Salary $42,000 Accounting and financial administration, supervision of staff, general winery management, government compliance to relocate established winery. Construction Accounting self contracted Winery, Fixed asset acquisition and financing.
St. Francis Vineyards, Kenwood, CA, Controller. Salary $33,000 Accounting and financial administration, supervision of staff, general winery management, government compliance for ownership changes in established winery. Major restructuring of financing and marketing plan, Equipment purchasing and financing fixed assets.
Tedeschi Vineyards, Maui, Hawaii, Controller. Salary $36,000 General Winery management including accounting, budgeting, sales administration, production scheduling, and purchasing.
Schramsberg Vineyards, Calistoga, CA, Administration Manager. Salary $28,000 Winery management including accounting, budgeting, sales administration, production scheduling, and purchasing. Administrator of Insurance and pension plans and personal, safety coordinator, quality control and management committees.
Knowledge of current software applications on DOS, Windows, Windows 95 and NT and some Apple applications. Microsoft Office applications, Powerpoint, Access, Photoshop, Internet/Email, Webdesign; Network administration for Novell, Windows NT, UNIX and DOS. Training in installation/configuration/maintenance of individual and network workstations and servers and troubleshooting and diagnostics of system software and hardware applications.
REFERENCES AVAILABLE ON REQUEST
Agenda Item #9.3:
CITY OF SONOMA
ITEM 9.3:
APPOINTMENTS TO VARIOUS
GROUP B REGIONAL/VALLEY
COMMITTEES & COMMISSIONS
Regular City Council Meeting
August 21, 2024
1 Agenda Item #9.3:
RESIDENCY REQUIREMENTS
2 • SONOMA CO SUSTAINABLE GROUNDWATER
MANAGEMENT ADVISORY COMMITTEE –
The by-laws state that the appointee must reside in the Sonoma Valley Basin.
• SONOMA COMMUNITY HOUSING CORPORATION BOARD –
The by-laws are silent on residency requirements.
Agenda Item #9.3:
APPOINTMENT TO SCGSA-ADVISORY COMMITTEE
3 Positions Available: One (1) Member
Applications Received
Name Residency
Josh Dickinson Basin
Elena Neigher Basin
Laura Rosas Basin
Recommendation: Appoint one individual to serve on the SCGSA-AC Agenda Item #9.3:
APPOINTMENT TO SCHC
4 Positions Available: One (1) Member
Applications Received
Name Residency
Mark Baker City
Recommendation: Appoint one individual to serve on the SCHC Agenda Item #9.3: