City of Yuba City Homebuyer Program Guidelines Page 14
as applicable to the job in order to assure that only qualified contractors and workers are allowed to perform the mitigation.
D. The Program Operator will: 1) confirm that the housing unit is within the eligible area, 2) will review each proposed housing unit to ensure that it meets all eligibility criteria before funding, and 3) ensure a completed Lead Compliance Document Checklist is placed in each purchaser’s file (see Attachment I).
3.3 ANTI-DISPLACEMENT POLICY AND RELOCATION ASSISTANCE
Eligible homes will be those that are currently owner-occupied or have been vacant for three months prior to the acceptance of a contract to purchase. A unit is ineligible if its purchase would result in the displacement of a tenant. It is not anticipated that the implementation of the Program will result in the displacement of any persons, households, or families. However, if tenant-occupied homes are included in the Program and relocation becomes necessary, the activity will be carried out in compliance with Sponsor’s relocation plan, which describes how those permanently displaced will be relocated and paid benefits in accordance with the following Federal laws.
A. Uniform Relocation Assistance (URA) and Real Property Acquisition Policies Act of 1970
The federal URA and Real Property Acquisition Policies, as amended by the URA Amendments of 1987, contains requirements for carrying out real property acquisition or the displacement of a person, regardless of income status, for a project or program for which HUD financial assistance (including HOME) is provided. Requirements governing real property acquisition are described in Chapter VIII. The implementing regulations, 49 CFR Part 24, require developers and owners to take certain steps in regard to tenants of housing to be acquired, rehabbed or demolished, including tenants who will not be relocated even temporarily.
B. Section104(d) of the Housing and Community Development Act of 1974 Section 104(d) requires each contractor (CHDO or State Recipient), as a condition of receiving assistance under HOME, to certify that it is following a residential antidisplacement plan and relocation assistance plan. Section 104(d) also requires relocation benefits to be provided to low-income persons who are physically displaced or economically displaced as the result of a HOME assisted project, and requires the replacement of low-income housing, which is demolished or converted.
The implementing regulations for Section 104(d) can be found in 24 CFR Part 570(a).
3.4. PROPER NOTIFICATION AND DISCLOSURES
A. Upon selection of a housing unit, a qualified seller and homebuyer will be given
City of Yuba City Homebuyer Program Guidelines Page 15
the necessary disclosures for the Program. The homebuyer must have read and signed all Program disclosure forms. Any and all property disclosures must be reviewed and signed by the homebuyer and seller.
B. All owners who wish to sell their housing units must receive an acquisition notice (Attachment F) prior to submission of the homebuyer’s original offer. This notice will be included in the contract and must be signed by all owners on title. The disclosure must contain the items listed in 1.3.B. (required for federally-funded programs).
4.0. PURCHASE PRICE LIMITS
For HOME, the purchase price limits for this Program shall not exceed the HOME Maximum Purchase Price/After-Rehab Value Limit for Sponsor’s County as updated by HCD.
Note: For CalHome-funded loans, the home purchase price is limited as follows: The purchase price cannot exceed 100% of the area median purchase price as established by comparable sales or information provided by the California Real Estate Association.
Attachment C: MAXIMUM PURCHASE PRICE/AFTER-REHAB VALUE
LIMITS *Sponsor will update these limits annually as HCD provides new information.
5.0. THE PRIMARY LOAN
Prior to obtaining a loan from the Sponsor, a homebuyer must provide evidence of financing for the maximum amount the Primary Lender is willing to loan (the “primary loan”).
A. QUALIFYING RATIOS
The front-end (housing) debt-to-income ratio shall be between 25% and 35% and is the percentage of a borrower’s gross monthly income (before deductions) that would cover the cost of the loan principal and interest payment, property taxes, property insurance, mortgage insurance, and HOA dues, if any.
The back-end (total) debt-to-income ratio shall be between 32% and 42% and is the percentage of a borrower’s gross monthly income that would cover the cost of housing as described in the paragraph above, plus any other monthly debt payments like car or personal loans and credit card debt, as well as child support and alimony payments.
B. INTEREST RATE
The primary loan must have a fixed interest rate that does not exceed the current market rate, as established by an index identified in the most recent NOFA. No temporary interest rate buy-downs are permitted.
City of Yuba City Homebuyer Program Guidelines Page 16
C. LOAN TYPE AND TERM
The primary loan shall be fully amortized and have a term “all due and payable” in no fewer than 30 years. There shall not be a balloon payment due before the maturity date of the Program loan.
D. IMPOUND ACCOUNT
All households will be required to have impound accounts for the payment of taxes and insurance to ensure they remain current.
6.0. THE PROGRAM LOAN
A. MAXIMUM AMOUNT OF PROGRAM ASSISTANCE
For HOME, the amount of Program assistance to a homebuyer toward purchase of a home shall not exceed the maximum HOME subsidy limit for Sponsor’s County per bedroom per the HCD website at http://www.hcd.ca.gov/grants-funding/income-limits/state-and-federalincome-limits.shtml and shall never exceed the amount of the primary mortgage. See Attachment C of these Program Guidelines for current limits. Any approved “grant” amount for lead-based paint evaluation and reduction activities or for relocation assistance shall be included in this amount, as shall Activity Delivery Costs.
For CalHome, the amount of Program assistance to a homebuyer toward the purchase of a home shall not exceed $60,000 and shall never exceed the amount of the primary mortgage.
Activity Delivery and other administrative costs shall be included in this amount.
B. NON-RECURRING CLOSING COSTS
Non-recurring costs such as credit report, escrow, closing and recording fees, and title report and title insurance, title updates and/or related costs may be included in the Program loan.
C. AFFORDABILITY PARAMETERS FOR HOMEBUYERS
The actual amount of a buyer’s Program subsidy shall be computed according to the housing ratio parameters specified in Section 5.0.A. Each borrower shall receive only the subsidy needed to allow them to become homeowners (“the Gap”) while keeping their housing costs affordable. The Program Operator will use the “front-end ratio” of housingexpense-to-income to determine if the amount of the proposed primary loan is acceptable and, ultimately, the Program subsidy amount required, bridging the gap between the acquisition cost (purchase price plus closing costs) less down payment, and the amount of the primary loan.
D. RATE AND TERMS FOR PROGRAM LOAN
City of Yuba City Homebuyer Program Guidelines Page 17
All Program assistance to individual households shall be made in the form of deferred payment (interest and principal) loan (DPL). The Program loan’s term shall be for 30 years. The Program loan’s interest rate shall be 2% simple interest.
All Program loan payments shall be deferred because the borrowers will have their repayment ability fully utilized under the primary loan. Loan principal shall not be forgiven, and the loan period cannot be extended, except for loans that are resubordinated when a rate and term refinance is approved, per Attachment D.
E. COMBINED LOAN-TO-VALUE RATIO
The loan-to-value ratio for a Program loan, when combined with all other indebtedness to be secured by the property, shall not exceed 100 percent of the sales price plus a maximum of up to 5 percent of the sales price to cover actual closing costs.
7.0. PROGRAM LOAN REPAYMENT
7.1. PAYMENTS ARE VOLUNTARY
Monthly payments are not required and Borrowers may begin making voluntary payments at any time, without penalty. The entire loan balance plus accrued interest will be due at the end of the loan term.
7.2. RECEIVING LOAN PAYMENTS
A. Program loan payments will be made to:
City of Yuba City
Attn: Finance Department
1201 Civic Center Blvd.
Yuba City, CA 95993
B. The Sponsor will be the receiver of loan payments or recaptured funds and will maintain a financial record-keeping system to record payments and file statements on payment status. Payments shall be deposited and accounted for in the Sponsor’s Program Income Account, as required by HCD programs. The Program lender will accept loan payments from borrowers prepaying deferred loans, and from borrowers making payments in full upon sale or transfer of the property. All loan payments are payable to the Sponsor. The Sponsor may at its discretion, enter into an agreement with a third party to collect and distribute payments and/or complete all loan servicing aspects of the Program.
7.3. DUE UPON SALE OR TRANSFER
In the event that an owner sells, transfers title, or discontinues residence in the purchased property for any reason, the principal balance of the DPL is due and payable, except:
City of Yuba City Homebuyer Program Guidelines Page 18
A. If the owner of the property dies, and the heir to the property meets income requirements, the First-Time Homebuyer definition, and intends to occupy the home as a principal residence, the heir may be permitted, upon approval of the Sponsor, to assume the loan at the rate and terms the heir qualifies for under the current participation guidelines. If the property owner dies and the heir does not meet eligibility requirements, the loan is due and payable.
B. If an owner wants to convert the property to a rental unit, or any commercial or non-residential use, the loan is due and payable.
C. The loan will be in default if the borrower fails to maintain required fire or flood insurance or fails to pay property taxes. See Attachment D on loan defaults for further information on property restrictions.
7.4. LOAN SERVICING POLICIES AND PROCEDURES
See Attachment D for local loan servicing policies and procedures. While the attached policy outlines a system that can accommodate a crisis that restricts borrower repayment ability, it should in no way be misunderstood: The loan must be repaid. All legal means to ensure the repayment of a delinquent loan as outlined in the Loan Servicing Policies and Procedures will be pursued.
7.5. LOAN MONITORING PROCEDURES
Sponsor will monitor Borrowers and their housing units annually to ensure adherence to Program requirements including, but not limited to, the following:
A. Owner-occupancy
B. Property tax payment
C. Hazard insurance coverage
D. Good standing on Primary loans
E. General upkeep of housing units
8.0. PROGRAM LOAN PROCESSING AND APPROVAL
A. Loan Processing
All homebuyers or their representatives will be sent out an eligibility packet with all the necessary forms, disclosures, information, and application. They should submit a complete application packet with all the Sponsor’s Program loan documents executed as well as all the information from the Primary Lender. The Primary Lender should submit: 1) accepted property sales contract with proper seller notification; 2) mortgage application with good faith estimates and first mortgage disclosures; 3) full mortgage credit report and rent verification; 4) current third party income verifications and verifications of assets; 5) homeownership
City of Yuba City Homebuyer Program Guidelines Page 19
education certificate, if applicable; and 6) signed underwriting transmittal summary and final signed loan application, both from primary lender. Staff will work with local lenders to ensure qualified participants receive only the benefit from the Sponsor’s Program needed to purchase the housing unit and that leveraged funds will be used when possible.
B. Creditworthiness
Qualifying ratios are only a rough guideline in determining a potential borrower’s creditworthiness. Many factors such as excellent or poor credit history, amount of down payment, and size of loan will influence the decision to approve or disapprove a particular loan. The borrower’s credit history will be reviewed by the Sponsor and documentation of such maintained in the loan file. The Sponsor may elect to obtain a credit report or rely on a current copy obtained by the primary lender.
C. Documents from Primary Lender
After initial review of the qualified homebuyer's application packet, the Program Operator will request any additional documents needed. Documents may be faxed, but originals shall be received through the mail before Program funds are committed to escrow. Based on receipt and review of the final documents, the Program Operator will do an income certification (using most recent HCD program’s guidance on income calculation and determination), and homebuyer certification (review of credit report and income taxes). Documentation of affordability will then be verified and subsidy requirement determined.
D. Disclosure of Program and Loan Information to Homebuyers The Program’s application and disclosure forms will contain a summary of the loan qualifications of the borrower with and without Program assistance. Housing ratios with and without Program assistance are also outlined in these guidelines.
Information on the Program’s application will be documented with third party verifications in the file. For example, the sales contact will provide the final purchase price and outline how much of the closing costs are to be paid by the seller, etc. The appraisal, termite and title report will provide information to substantiate the information in the sales contract and guide the construction inspection. The Program loan application will provide current debt and housing information and will be documented by the credit report and income/asset verifications. The Primary Lender’s approval letter and estimated closing cost statement should reflect all the information in the loan package and show any contingencies of loan funding. Reviewing the Primary Lender’s loan underwriting documentation will provide basic information about the qualification of the applicant and substantiate the affordability provided by the Program loan. By reviewing and crosschecking all the Primary Lender information, the final Program loan amount approved will fall within the affordability parameters of the Program.
City of Yuba City Homebuyer Program Guidelines Page 20
8.1. COMPLETION OF UNDERWRITING AND APPROVAL OF PROGRAM LOAN Once the loan approval package has been completed the Program Operator will submit it to the Sponsor for approval. Sponsor will review the request and may approve it with or without conditions. Upon approval, a final closing date for escrow is set and Program funds are accessed for the homebuyer.
8.2. PRIMARY AND PROGRAM LOAN DOCUMENT SIGNING
The homebuyer(s) sign promissory notes, loan agreements, deeds of trust, and statutory lending notices (Truth In Lending (TIL), etc.); the Deeds of Trust are recorded with the County Clerk/Recorder at the same time, and the request(s) for copy of Notice of Default are also recorded with the County Clerk/Recorder.
8.3. ESCROW PROCEDURES
The escrow/title company shall review the escrow instruction provided by the Program lender and shall issue a California Land Title Association (CLTA) and the American Land Title Association (ALTA) after closing. The CLTA policy is issued to the homebuyer and protects them against failure of title based on public records and against such unrecorded risks as forgery of a deed. The ALTA is issued to each lender providing additional coverage for the physical aspects of the property as well as the homebuyer’s title failure.
These aspects include anything which can be determined by only physical inspection, such as correct survey lines; encroachments; mechanics liens; mining claims and water rights.
The Program lender instructs the escrow/title company in the escrow instructions as to what may show on the policy; the amount of insurance on the policy (all liens should be covered) and the loss payee (each lender should be listed as a loss payee and receive an original ALTA).
9.0. SUBORDINATE FINANCING
Subordinate loans may be used to cover mortgage subsidy costs that exceed the Program maximum loan amount. All subordinate liens must have the payments deferred and the term must be for at least as long as the term of the Program loan.
10.0. EXCEPTIONS AND SPECIAL CIRCUMSTANCES
The Sponsor may make amendments to these Participation Guidelines. Any changes shall be made in accordance with regulations and approved by the Sponsor’s Loan Committee and/or governing body, after proposed changes are approved by applicable HCD Contract Management Representative(s).
10.1. DEFINITION OF EXCEPTION
Any case to which a standard policy or procedure, as stated in the guidelines, does not apply or an applicant treated differently from others of the same class would be an
City of Yuba City Homebuyer Program Guidelines Page 21
exception.
10.2. PROCEDURES FOR EXCEPTIONAL CIRCUMSTANCES
A. The Sponsor or its agent may initiate consideration of an exception and prepare a report. This report shall contain a narrative, including the Sponsor's recommended course of action and any written or verbal information supplied by the applicant.
B. The Sponsor shall make a determination of the exception based on the recommendation of the Program Operator. The request can be presented to the Sponsor’s loan committee and/or governing body for a decision.
11.0. DISPUTE RESOLUTION AND APPEALS PROCEDURE
Any applicant denied assistance from the Program has the right to appeal. Complaints concerning the Program should be made to the Program Operator first. If unresolved in this manner, the complaint or appeal must be made in writing and filed with the Sponsor.
The Sponsor will then schedule a meeting with the Loan Review Committee. Their written response will be made within thirty (30) working days. If the applicant is not satisfied with the Committee's decision, a request for an appeal may be filed with the Sponsor’s governing body. Final appeal must be filed in writing with HCD within one year after denial.
City of Yuba City Homebuyer Program Guidelines Page 22
ATTACHMENT A
24 CFR Part 5 ANNUAL INCOME INCLUSIONS AND EXCLUSIONS
24 CFR Part 5 Annual Income Inclusions
§5.609 Annual income.
(a) Annual income means all amounts, monetary or not, which:
(1) Go to, or on behalf of, the family head or spouse (even if temporarily absent) or to any other family member; or
(2) Are anticipated to be received from a source outside the family during the 12-month period following admission or annual reexamination effective date; and (3) Which are not specifically excluded in paragraph (c) of this section. (4) Annual income also means amounts derived (during the 12-month period) from assets to which any member of the family has access.
(b) Annual income includes, but is not limited to:
(1) The full amount, before any payroll deductions, of wages and salaries, overtime pay, commissions, fees, tips and bonuses, and other compensation for personal services; (2) The net income from the operation of a business or profession. Expenditures for business expansion or amortization of capital indebtedness shall not be used as deductions in determining net income. An allowance for depreciation of assets used in a business or profession may be deducted, based on straight line depreciation, as provided in Internal Revenue Service regulations. Any withdrawal of cash or assets from the operation of a business or profession will be included in income, except to the extent the withdrawal is reimbursement of cash or assets invested in the operation by the family;
(3) Interest, dividends, and other net income of any kind from real or personal property.
Expenditures for amortization of capital indebtedness shall not be used as deductions in determining net income. An allowance for depreciation is permitted only as authorized in paragraph (b)(2) of this section. Any withdrawal of cash or assets from an investment will be included in income, except to the extent the withdrawal is reimbursement of cash or assets invested by the family. Where the family has net family assets in excess of $5,000, annual income shall include the greater of the actual income derived from all net family assets or a percentage of the value of such assets based on the current passbook savings rate, as determined by HUD;
(4) The full amount of periodic amounts received from Social Security, annuities, insurance policies, retirement funds, pensions, disability or death benefits, and other similar types of periodic receipts, including a lump-sum amount or prospective monthly amounts for the delayed start of a periodic amount (except as provided in paragraph (c)(14) of this section); (5) Payments in lieu of earnings, such as unemployment and disability compensation, worker's compensation and severance pay (except as provided in paragraph (c)(3) of this section);
City of Yuba City Homebuyer Program Guidelines Page 23
(6) Welfare assistance payments.
(i) Welfare assistance payments made under the Temporary Assistance for Needy Families (TANF) program are included in annual income only to the extent such payments:
(A) Qualify as assistance under the TANF program definition at 45 CFR 260.31; and
(B) Are not otherwise excluded under paragraph (c) of this section. (ii) If the welfare assistance payment includes an amount specifically designated for shelter and utilities that is subject to adjustment by the welfare assistance agency in accordance with the actual cost of shelter and utilities, the amount of welfare assistance income to be included as income shall consist of:
(A) The amount of the allowance or grant exclusive of the amount specifically designated for shelter or utilities; plus
(B) The maximum amount that the welfare assistance agency could in fact allow the family for shelter and utilities. If the family's welfare assistance is ratably reduced from the standard of need by applying a percentage, the amount calculated under this paragraph shall be the amount resulting from one application of the percentage.
(7) Periodic and determinable allowances, such as alimony and child support payments, and regular contributions or gifts received from organizations or from persons not residing in the dwelling;
(8) All regular pay, special pay and allowances of a member of the Armed Forces (except as provided in paragraph (c)(7) of this section).
(9) For section 8 programs only and as provided in 24 CFR 5.612, any financial assistance, in excess of amounts received for tuition and any other required fees and charges, that an individual receives under the Higher Education Act of 1965 (20 U.S.C. 1001 et seq.), from private sources, or from an institution of higher education (as defined under the Higher Education Act of 1965 (20 U.S.C. 1002)), shall be considered income to that individual, except that financial assistance described in this paragraph is not considered annual income for persons over the age of 23 with dependent children. For purposes of this paragraph, “financial assistance” does not include loan proceeds for the purpose of determining income.
24 CFR Part 5 Annual Income Exclusions
(c) Annual income does not include the following:
(1) Income from employment of children (including foster children) under the age of 18 years; (2) Payments received for the care of foster children or foster adults (usually persons with disabilities, unrelated to the tenant family, who are unable to live alone); (3) Lump-sum additions to family assets, such as inheritances, insurance payments (including payments under health and accident insurance and worker's compensation), capital gains and settlement for personal or property losses (except as provided in paragraph (b)(5) of this section);
City of Yuba City Homebuyer Program Guidelines Page 24
(4) Amounts received by the family that are specifically for, or in reimbursement of, the cost of medical expenses for any family member;
(5) Income of a live-in aide, as defined in §5.403;
(6) Subject to paragraph (b)(9) of this section, the full amount of student financial assistance paid directly to the student or to the educational institution; (7) The special pay to a family member serving in the Armed Forces who is exposed to hostile fire;
(8) (i) Amounts received under training programs funded by HUD; (ii) Amounts received by a person with a disability that are disregarded for a limited time for purposes of Supplemental Security Income eligibility and benefits because they are set aside for use under a Plan to Attain Self-Sufficiency (PASS); (iii) Amounts received by a participant in other publicly assisted programs which are specifically for or in reimbursement of out-of-pocket expenses incurred (special equipment, clothing, transportation, child care, etc.) and which are made solely to allow participation in a specific program;
(iv) Amounts received under a resident service stipend. A resident service stipend is a modest amount (not to exceed $200 per month) received by a resident for performing a service for the PHA or owner, on a part-time basis, that enhances the quality of life in the development. Such services may include, but are not limited to, fire patrol, hall monitoring, lawn maintenance, resident initiatives coordination, and serving as a member of the PHA's governing board. No resident may receive more than one such stipend during the same period of time;
(v) Incremental earnings and benefits resulting to any family member from participation in qualifying State or local employment training programs (including training programs not affiliated with a local government) and training of a family member as resident management staff. Amounts excluded by this provision must be received under employment training programs with clearly defined goals and objectives, and are excluded only for the period during which the family member participates in the employment training program;
(9) Temporary, nonrecurring or sporadic income (including gifts); (10) Reparation payments paid by a foreign government pursuant to claims filed under the laws of that government by persons who were persecuted during the Nazi era; (11) Earnings in excess of $480 for each full-time student 18 years old or older (excluding the head of household and spouse);
(12) Adoption assistance payments in excess of $480 per adopted child; (13) [Reserved]
(14) Deferred periodic amounts from supplemental security income and Social Security benefits that are received in a lump sum amount or in prospective monthly amounts, or any deferred
City of Yuba City Homebuyer Program Guidelines Page 25
Department of Veterans Affairs disability benefits that are received in a lump sum amount or in prospective monthly amounts.
(15) Amounts received by the family in the form of refunds or rebates under State or local law for property taxes paid on the dwelling unit;
(16) Amounts paid by a State agency to a family with a member who has a developmental disability and is living at home to offset the cost of services and equipment needed to keep the developmentally disabled family member at home; or
(17) Amounts specifically excluded by any other Federal statute from consideration as income for purposes of determining eligibility or benefits under a category of assistance programs that includes assistance under any program to which the exclusions set forth in 24 CFR 5.609(c) apply. A notice will be published in the FEDERAL REGISTER and distributed to PHAs and housing owners identifying the benefits that qualify for this exclusion. Updates will be published and distributed when necessary. [See https://www.federalregister.gov/documents/2014/05/20/2014- 11688/federally-mandated-exclusions-from-income-updated-listing for most recent notice] (d) Annualization of income. If it is not feasible to anticipate a level of income over a 12-month period (e.g., seasonal or cyclic income), or the PHA believes that past income is the best available indicator of expected future income, the PHA may annualize the income anticipated for a shorter period, subject to a redetermination at the end of the shorter period.
City of Yuba City Homebuyer Program Guidelines Page 26
ATTACHMENT B
PART 5 ANNUAL INCOME NET FAMILY ASSET INCLUSIONS AND EXCLUSIONS This table presents the 24 CFR Part 5 asset inclusions and exclusions as stated in the HUD Technical Guide for Determining Income and Allowances for HOME Program (Third Edition, January 2005).
Inclusions
1. Cash held in savings accounts, checking accounts, safe deposit boxes, homes, etc. For savings accounts, use the current balance. For checking accounts, use the average 6-month balance. Assets held in foreign countries are considered assets.
2. Cash value of revocable trusts available to the applicant.
3. Equity in rental property or other capital investments. Equity is the estimated current market value of the asset less the unpaid balance on all loans secured by the asset and all reasonable costs (e.g., broker fees) that would be incurred in selling the asset. Under HOME, equity in the family's primary residence is not considered in the calculation of assets for owner-occupied rehabilitation projects.
4. Cash value of stocks, bonds, Treasury bills, certificates of deposit and money market accounts.
5. Individual retirement, 401(K), and Keogh accounts (even though withdrawal would result in a penalty).
6. Retirement and pension funds.
7. Cash value of life insurance policies available to the individual before death (e.g., surrender value of a whole life or universal life policy).
8. Personal property held as an investment such as gems, jewelry, coin collections, antique cars, etc.
9. Lump sum or one-time receipts, such as inheritances, capital gains, lottery winnings, victim's restitution, insurance settlements and other amounts not intended as periodic payments.
10. Mortgages or deeds of trust held by an applicant.
Exclusions
1. Necessary personal property, except as noted in number 8 of Inclusions, such as clothing, furniture, cars and vehicles specially equipped for persons with disabilities.
2. Interest in Indian trust lands.
3. Assets not effectively owned by the applicant. That is, when assets are held in an individual's name, but the assets and any income they earn accrue to the benefit of someone else who is not a member of the household and that other person is responsible for income taxes incurred on income generated by the asset.
4. Equity in cooperatives in which the family lives.
5. Assets not accessible to and that provide no income for the applicant.
6. Term life insurance policies (i.e., where there is no cash value).
7. Assets that are part of an active business. “Business” does not include rental of properties that are held as an investment and not a main occupation.
City of Yuba City Homebuyer Program Guidelines Page 27
ATTACHMENT C
MAXIMUM PURCHASE PRICE/AFTER-REHAB VALUE LIMIT FOR SUTTER COUNTY (HOME Value Limits as of 6/1/2021)
EXISTING
CONSTRUCTION
NEW
CONSTRUCTION (less
than 12 months old)
$309,000 $309,000
HOME SUBSIDY LIMITS PER UNIT FOR SUTTER COUNTY
(Limits are effective 6/4/2020)
O-BDR 1-BDR 2-BDR 3-BDR 4-BDR
$153,314 $175,752 $213,718 $276,482 $303,490
INCOME LIMITS FOR SUTTER COUNTY*
(Limits became effective 6/1/2021)
Number of Persons in Household
1 2 3 4 5 6 7 8
80% of
AMI
$39,050 $44,600 $50,200 $55,750 $60,250 $64,700 $69,150 $73,600 *Sponsor will insert the limits for the county in which the Program is located, and will update the income limits annually as HCD provides new information. The link to the official, HCDmaintained Value, Subsidy, and Income limits is: http://www.hcd.ca.gov/grants-funding/incomelimits/state-and-federal-income- limits.shtml (for HOME and CDBG limits, choose “State CDBG and HOME Income, Value and Rent Limits”; for CalHome income limits, choose “Official State Income Limits”)
SPONSOR STANDARDS FOR BEDROOMS AND BATHROOMS TO PREVENT
OVERCROWDING
Maximum No. of
Persons in the
Household
Number of Bedrooms Number of Bathrooms
1 SRO 1
1 0-BR 1
2 1-BR 1
4 2-BR 2
6 3-BR 2
8 4-BR 3
10 5-BR 3
12 6-BR 4
SEE ADDITIONAL OCCUPANCY FACTORS ON FOLLOWING PAGE
City of Yuba City Homebuyer Program Guidelines Page 28
• Children may share a bedroom, up to 2 children per bedroom. • Children shall be permitted a separate bedroom from their parents. • Adults not in a partner relationship may have their own bedroom. • 4 or more people – a second bathroom is allowable.
• 8 or more people – a third bathroom is allowable.
• Same rules apply to mobile home units.
The chart above is used as a guide to overcrowding.
HCD Version 9/2014
ATTACHMENT D
LOAN SERVICING POLICIES AND PROCEDURES
FOR CITY OF YUBA CITY
The City of Yuba City, hereafter called “Lender,” has adopted these policies and procedures in order to preserve its financial interest in properties whose “Borrowers” have been assisted with public funds.
The Lender will to the greatest extent possible follow these policies and procedures, but each loan will be evaluated and handled on a case-by-case basis. The Lender has formulated this document to comply with state and federal regulations regarding the use of these public funds and any property restrictions, which are associated with them.
The policies and procedures are broken down into the following areas: 1) making required monthly payments or voluntary payments on a loan’s principal and interest; 2) required payment of property taxes and insurance; 3) required Request for Notice of Default on all second mortgages; 4) loans with annual occupancy restrictions and certifications 5) required noticing and limitations on any changes in title or use of property; 6) required noticing and process for requesting a subordination during a refinance; 7) processing of foreclosure in case of default on the loan.
1. Loan Repayments:
The Lender will collect monthly payments from those borrowers who are obligated to do so under Notes which are amortized promissory notes. Late fees will be charged for payments received after the assigned monthly due date.
For Notes which are deferred payment loans, the Lender must accept voluntary payments on the loan.
Loan payments will be credited to principal. The Borrower may repay the loan balance at any time with no penalty.
2. Payment of Property Taxes and Insurance:
As part of keeping the loan from going into default, borrower must maintain property insurance coverage naming the Lender as loss payee. Except for HOME-funded loans, if borrower fails to maintain the necessary insurance, the Lender may take out force placed insurance to cover the property while the Borrower puts a new insurance policy in place. All costs for installing the necessary insurance will be added to the loan balance at time of installation of Borrower’s new insurance.
When a property is located in a 100-year flood plain, the Borrower will be required to carry the necessary flood insurance. A certificate of insurance for flood and for standard property insurance with an endorsement naming the City as lender loss payee will be required at close of escrow. The lender will verify the insurance on an annual basis.
Property taxes must be kept current during the term of the loan. If the Borrower fails to maintain payment of property taxes then the lender may pay the taxes current and add the balance of the tax payment plus any penalties to the balance of the loan (not permissible when funded with HOME).
Wherever possible, the Lender encourages Borrower to have impound accounts set up with their first
City of Yuba City Homebuyer Program Guidelines Page 30
mortgagee wherein they pay their taxes and insurance as part of their monthly mortgage payment.
3. Required Request for Notice of Default:
When the Borrower’s loan is in second position behind an existing first mortgage, it is the Lender's policy to prepare and record a "Request for Notice of Default" for each senior lien in front of Lender’s loan. This document requires any senior lienholder listed in the notice to notify the lender of initiation of a foreclosure action. The Lender will then have time to contact the Borrower and assist them in bringing the first loan current, if possible. The Lender can also monitor the foreclosure process and go through the necessary analysis to determine if the loan can be made whole or preserved. When the Lender is in a third position and receives notification of foreclosure from only one senior lienholder, it is in their best interest to contact any other senior lienholders regarding the status of their loans.
4. Annual Occupancy Restrictions and Certifications:
On owner-occupant loans, the Lender will require that Borrowers submit utility bills and/or other documentation annually to prove occupancy during the term of the loan. For CDBG, some loans may have income and housing cost evaluations, which require a household to document that they are not able to make amortized loan payments, typically every five years. These loan terms are incorporated in the original Note and Deed of Trust. On HOME-funded loans, annual occupancy verification will occur within 45 days of the anniversary date of the loan.
5. Required Noticing and Restrictions on Any Changes of Title or Occupancy:
In all cases where there is a change in title or occupancy or use, the Borrower must notify the Lender in writing of any change. Lender and Borrower will work together to ensure the property is kept in compliance with the original Program terms and conditions such that it remains available as an affordable home for low-income families. These types of changes are typical when Borrowers do estate planning (adding a relative to title) or if a Borrower dies and property is transferred to heirs or when the property is sold or transferred as part of a business transaction. In some cases, the Borrower might move and turn the property into a rental unit without notifying the Lender. Changes in title or occupancy must be in keeping with the objective of benefit to low-income households (below 80 percent of AMI).
Change from owner-occupant to owner-occupant occurs at a sale. When a new owner-occupant is not low-income, the loan is not assumable and the loan balance is immediately due and payable. If the new owner-occupant qualifies as low-income, the purchaser may either pay the loan in full or assume all loan repayment obligations of the original owner-occupant, subject to the approval of the Lender’s Loan Committee (depends on the HCD program).
If a transfer of the property occurs through inheritance, the heir (as owner-occupant) may be provided the opportunity to assume the loan at an interest rate based on household size and household income, provided the heir is income eligible. If the heir intends to occupy the property and is not low-income, the balance of the loan is due and payable. For CDBG only, if the heir intends to act as an ownerinvestor (not permitted under HOME), the balance of the loan may be converted to an owner/investor interest rate and loan term and a rent limitation agreement is signed and recorded on title. All such changes are subject to the review and approval of the Lender’s Loan Committee.
City of Yuba City Homebuyer Program Guidelines Page 31
Change from owner-occupant to owner-investor occurs when an owner-occupant decides to move out and rent the assisted property, or if the property is sold to an investor. If the owner converts any assisted unit from owner-occupied to rental, the loan is due in full.
Conversion to use other than residential use is not allowable where the full use of the property is changed from residential to commercial or other. In some cases, Borrowers may request that the Lender allow for a partial conversion where some of the residence is used for a business but the household still resides in the property. Partial conversions can be allowed if it is reviewed and approved by any and all agencies required by local statute. If the use of the property is converted to a fully non-residential use, the loan balance is due and payable.
For CalHome, the following transfers of interest shall not require the repayment of the CalHome Program loan:
A. transfer to a surviving joint tenant by devise, descent, or operation of law on the death of a joint tenant;
B. a transfer, in which the transferee is a person who occupies or will occupy the property, which is:
1) a transfer where the spouse becomes an owner of the property; 2) a transfer resulting from a decree of dissolution of marriage, legal separation agreement, or from an incidental property settlement agreement by which the spouse becomes an owner of the property; or
3) a transfer into an inter vivos trust in which the Borrower is and remains the beneficiary and occupant of the property.
6. Requests for Subordinations:
When a Borrower wishes to refinance their existing first mortgage, they must submit a written subordination request to the Sponsor. The Sponsor will subordinate their loan only when there is no “cash out” as part of the refinance. No cash out means there are no additional charges on the transaction above loan and escrow closing fees. There can be no third-party debt payoffs or additional encumbrances on the property above traditional refinance transaction costs. The refinance should lower the existing housing cost of the household. The total indebtedness on the property should not exceed the current market value except when the borrower is obtaining a HARP II or other similar federally approved refinance loan. If the HARP II or other similar financing is approved and meets all other requirements, Combined Loan-ToValue will not be considered when reviewing the subordination request.
Also, the loan must:
1. be fully amortized and have a fixed interest rate that does not exceed the current market rate, as established by an index identified in the most recent NOFA;
2. not have a temporary interest rate buy-down;
3. have a term “all due and payable” that matures prior to or concurrently with the maturity date of the Promissory Note. Therefore, the maturity date of the existing Promissory Note should be modified to coincide with the maturity date of the new first mortgage; and,
4. not have a balloon payment due before the maturity date of the Program loan.
City of Yuba City Homebuyer Program Guidelines Page 32
Upon receiving the proper documentation from the refinance lender, the request will be considered by the loan committee for review and approval. Upon approval, the escrow company will provide the proper subordination document for execution and recordation by the Sponsor.
7. Process for Loan Foreclosure:
Upon any condition of loan default: 1) non-payment; 2) lack of insurance or property tax payment; 3) change in title or use without approval; 4) default on senior loans, the Lender will send out a letter to the Borrower notifying them of the default situation. If the default situation continues then the Lender may start a formal process of foreclosure.
When a senior lienholder starts a foreclosure process and the Lender is notified via a Request for Notice of Default, the Lender, who is the junior lienholder, may cancel the foreclosure proceedings by "reinstating" the senior lienholder. The reinstatement amount or payoff amount must be obtained by contacting the senior lienholder. This amount will include all delinquent payments, late charges and fees to date. Lender must confer with Borrower to determine if, upon paying the senior lienholder current, the Borrower can provide future payments. If this is the case then the Lender may cure the foreclosure and add the costs to the balance of the loan with a Notice of Additional Advance on the existing note.
If the Lender determines, based on information on the reinstatement amount and status of Borrower, that bringing the loan current will not preserve the loan, then staff must determine if it is cost effective to protect their position by paying off the senior lienholder in total and restructure the debt such that the unit is made affordable to the Borrower. If the Lender does not have sufficient funds to pay the senior lienholder in full, then they may choose to cure the senior lienholder and foreclose on the property themselves. As long as there is sufficient value in the property, the Lender can afford to pay for the foreclosure process and pay off the senior lienholder and retain some or all of their investment.
If the Lender decides to reinstate, the senior lienholder will accept the amount to reinstate the loan up until five (5) days prior to the set "foreclosure sale date." This "foreclosure sale date" usually occurs about four (4) to six (6) months from the date of recording of the "Notice of Default." If the Lender fails to reinstate the senior lienholder before five (5) days prior to the foreclosure sale date, the senior lienholder would then require a full pay off of the balance, plus costs, to cancel foreclosure. If the Lender determines the reinstatement and maintenance of the property not to be cost effective and allows the senior lienholder to complete foreclosure, the Lender's lien may be eliminated due to insufficient sales proceeds.
Lender as Senior Lienholder
When the Lender is first position as a senior lienholder, active collection efforts will begin on any loan that is 31 or more days in arrears. Attempts will be made to assist the homeowner in bringing and keeping the loan current. These attempts will be conveyed in an increasingly urgent manner until loan payments have reached 90 days in arrears, at which time the Lender may consider foreclosure. Lender’s staff will consider the following factors before initiating foreclosure:
1) Can the loan be cured and can the rates and terms be adjusted to allow for affordable payments
City of Yuba City Homebuyer Program Guidelines Page 33
such that foreclosure is not necessary?
2) Can the Borrower refinance with a private lender and pay off the Lender? 3) Can the Borrower sell the property and pay off the Lender? 4) Does the balance warrant foreclosure? (If the balance is under $5,000, the expense to foreclose may not be worth pursuing.)
5) Will the sales price of home "as is" cover the principal balance owing, necessary advances, (maintain fire insurance, maintain or bring current delinquent property taxes, monthly yard maintenance, periodic inspections of property to prevent vandalism, etc.) foreclosure, and marketing costs?
If the balance is substantial and all of the above factors have been considered, the Lender may opt to initiate foreclosure. The Borrower must receive, by certified mail, a thirty-day notification of foreclosure initiation. This notification must include the exact amount of funds to be remitted to the Lender to prevent foreclosure (such as, funds to bring a delinquent BMIR current or pay off a DPL).
At the end of thirty days, the Lender should contact a reputable foreclosure service or local title company to prepare and record foreclosure documents and make all necessary notifications to the owner and junior lienholders. The service will advise the Lender of all required documentation to initiate foreclosure (Note and Deed of Trust usually) and funds required from the owner to cancel foreclosure proceedings. The service will keep the Lender informed of the progress of the foreclosure proceedings.
When the process is completed, and the property has "reverted to the beneficiary" at the foreclosure sale, the Lender could sell the home themselves under a homebuyer program or use it for an affordable rental property managed by a local housing authority or use it for transitional housing facility or other eligible use. The Lender could contract with a local real estate broker to list and sell the home and use those funds for program income eligible uses.
City of Yuba City Homebuyer Program Guidelines Page 34
ATTACHMENT E
SELLERS LEAD-BASED PAINT DISCLOSURE
Disclosure of Information on Lead-Based Paint and/or Lead-Based Paint Hazards Lead Warning Statement
Every purchaser of any interest in residential real property on which a residential dwelling was built prior to 1978 is notified that such property may present exposure to lead from lead-based paint that may place young children at risk of developing lead poisoning. Lead poisoning in young children may produce permanent neurological damage, including learning disabilities, reduced intelligence quotient, behavioral problems, and impaired memory. Lead poisoning also poses a particular risk to pregnant women. The seller of any interest in residential real property is required to provide the buyer with any information on lead-based paint hazards from risk assessments or inspections in the seller’s possession and notify the buyer of any known lead-based paint hazards. A risk assessment or inspection for possible lead-based paint hazards is recommended prior to purchase.
Seller’s Disclosure
(a) Presence of lead-based paint and/or lead-based paint hazards (check (i) or (ii) below):
(i) ____ Known lead-based paint and/or lead-based paint hazards are present in the housing (explain). ________________________________________________________ (ii)____ Seller has no knowledge of lead-based paint and/or lead-based paint hazards in the housing. (b) Records and reports available to the seller (check (i) or (ii) below):
(i) ____ Seller has provided the purchaser with all available records and reports pertaining to Lead-based paint and/or lead-based paint hazards in the housing (list documents below). ————————————————————————————————————————
(ii) ____Seller has no reports or records pertaining to lead-based paint and/or lead-based paint hazards in the housing.
Purchaser’s Acknowledgment (initial)
(c)____Purchaser has received copies of all information listed above. (d)____Purchaser has received the pamphlet Protect Your Family from Lead in Your Home. (e)____Purchaser has (check (i) or (ii) below):
(i) _____ received a 10-day opportunity (or mutually agreed upon period) to conduct a risk assessment or inspection for the presence of lead-based paint and/or lead-based paint hazards; or (ii) _____waived the opportunity to conduct a risk assessment or inspection for the presence of Lead-based paint and/or lead-based paint hazards (NOT PERMISSIBLE FOR HOME AND CDBG).
Agent’s Acknowledgment (initial)
(f)____ Agent has informed the seller of the seller’s obligations under 42 U.S.C. 4852d and is aware of his/her responsibility to ensure compliance.
Certification of Accuracy
The following parties have reviewed the information above and certify, to the best of their knowledge, that the information they have provided is true and accurate.
—————————— —————————— ————————— —————————
Seller Date Seller Date
—————————— —————————— ————————— —————————
Purchaser Date Purchaser Date
—————————— —————————— ————————— —————————
Agent Date Agent Date
City of Yuba City Homebuyer Program Guidelines Page 35
ATTACHMENT F
Disclosure to Seller with Voluntary, Arm's Length Purchase Offer
DECLARATION
This is to inform you that would like to purchase the property, located at , if a satisfactory agreement can be reached. We are prepared to pay $____________ for a clear title to the property under conditions described in the attached proposed contract of sale.
Because Federal funds may be used in the purchase, however, we are required to disclose to you the following information:
1. The sale is voluntary. If you do not wish to sell, the buyer, ___________________, thru the agency, _____________ will not acquire your property. The buyer does not have the power of eminent domain to acquire your property by condemnation (i.e. eminent domain) and the agency/Sponsor ________________________________ will not use the power of eminent domain to acquire the property.
2. The estimated fair market value of the property is $__________ and was estimated by _______________________________________, to be finally determined by a professional appraiser prior to close of escrow.
Since the purchase would be a voluntary, arms length, transaction you would not be eligible for relocation payments or other relocation assistance under the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970 (URA), or any other law or regulation. Also, as indicated in the contract of sale, this offer is made on the condition that no tenant will be permitted to occupy the property before the sale is completed.
Again, please understand that if you do not wish to sell your property, we will take no further action to acquire it. If you are willing to sell the property under the conditions described in the attached contract of sale, please sign the contract and return it to us at:
_______________________________________________. If you have any questions about this matter, please contact __________________________at ______________________.
Sincerely,
____________________________________
Title
_________________________________ _____________________ Buyer Date
_________________________________ _____________________ Buyer Date
Form continues on next page with Seller’s Acknowledgment Disclosure to Seller with Voluntary, Arm's Length Purchase Offer (Page 2)
City of Yuba City Homebuyer Program Guidelines Page 36
Acknowledgement
As the Seller I/we understand that the will inspect the property for health and safety deficiencies. I/we also understand that public funds may be involved in this transaction and, as such, if the property was built before 1978, a lead-based paint disclosure must be signed by both the buyer and seller, and that a Visual Assessment will be conducted to determine the presence of deteriorated paint.
As the Seller, I/we understand that under the City’s program, the property must be currently owneroccupied, vacant for three months at the time of submission of purchase offer, new (never occupied), or renter purchasing the unit. I/we hereby certify that the property is:
Vacant at least 3 months; Owner-occupied; New; or Being Purchased by Occupant I/we hereby certify that I have read and understand this “Declaration” and a copy of said Notice was given to me prior to the offer to purchase. If received after presentation of the purchase offer, I/We choose to withdraw or not to withdraw, from the Purchase Agreement. __________________________________ _______________________ Seller Date
__________________________________ _______________________ Seller Date
City of Yuba City Homebuyer Program Guidelines Page 37
ATTACHMENT G
CITY OF YUBA CITY
INSTRUCTIONS TO HOMEBUYER
A. Participant works with lender of choice to obtain the primary lender’s pre-qualification letter.
B. After consultation with Program Operator regarding approved bedroom and bathroom maximums (always 3 bedrooms and 2 bathrooms unless overcrowding justifies more to be approved), participant works with real estate agent to select home. Program disclosures are reviewed with agent for presentation to seller. The HOME Program allows only homes vacant for three months or more prior to the date of the purchase offer, unless the current tenant is purchasing the home or the seller has been the only occupant during those three months.
C. Participant selects home and enters into a purchase contract (contingent upon receiving Program loan approval). Lender provides the Program Operator with a copy of:
- real estate sales contract
- residential loan application and credit report
- verified income documentation
- disclosure statement
- proof of personal funds for participation in program
- breakdown of closing costs
- structural pest control clearance
- appraisal with photos and preliminary title report
D. Program Operator reviews paperwork to determine program eligibility and financing affordability for participant.
E. Program Operator staff meets with qualified applicant to provide information relative to the program requirements, the lending process, and homeownership responsibilities.
F. Program Operator has home inspected to document health & safety and code compliance.
Notice of any deficiencies or needed corrections are given to participant's real estate agent, with recommended course of action. Only new construction and homes built within the previous 12 months and not previously occupied are not subject to a home inspection.
G. Program Operator requests loan approval from Sponsor’s Loan Review Committee.
Following loan approval, Program Operator prepares Deed of Trust, Promissory Note, Request for Notice of Default, Grant Agreement, Owner-Occupant Agreement with City, and Escrow Instructions, and requests check and deposits same into escrow.
H. Escrow company furnishes Program Operator with proof of documents to be recorded, and any escrow closeout information. After receipt of recorded loan documents, Final escrow Settlement Statement, Insurance Loss Payee Certification and Final Title Insurance Policy (Program Operator) closes out the loan file.
City of Yuba City Homebuyer Program Guidelines Page 38
ATTACHMENT H
LEAD-BASED PAINT
VISUAL ASSESSMENT, NOTICE OF PRESUMPTION, AND HAZARD REDUCTION FORM Section 1: Background Information
Property Address: No LBP found or LBP exempt
Select one: Visual Assessment Presumption Hazard Reduction Section 2: Visual Assessment. Fill out Sections 1, 2, and 6. If paint stabilization is performed, also fill out Sections 4 and 5 after the work is completed.
Visual Assessment Date: Report Date:
Check if no deteriorated paint found
Attachment A: Summary where deteriorated paint was found.
Section 3: Notice of Presumption. Fill out Sections 1, 3, 5, and 6. Provide to occupant w/in 15 days of presumption.
Date of Presumption Notice:
Lead-based paint is presumed to be present and/or Lead-based paint hazards are presumed to be present Attachment B: Summary of Presumption:
Section 4: Notice of Lead-Based Paint Hazard Reduction Activity. Fill out Sections 1, 4, 5, and 6. Provide to occupant w/in 15 days of after work completed.
Date of Hazard Reduction Notice:
Initial Hazard Reduction Notice? Yes No Start & Completion Dates:
If “No”, dates of previous Hazard Reduction Activity Notices:
Attachment C: Activity locations and types.
Attachment D: Location of building components with lead-based paint remaining in the rooms, spaces or areas where activities were conducted.
Attachment E: Attach clearance report(s), using DHS form 8552 (and 8551 for abatement activities) Section 5: Resident Receipt of Notice for Presumption or Lead-Based Paint Hazard Reduction Activity Printed Name: Signature: Date:
Section 6: Contact Information Organization:
Contact Name: Contact Signature:
Date: Address: Phone:
City of Yuba City Homebuyer Program Guidelines Page 39
ATTACHMENT I
Homebuyer Program Lead Compliance Document Checklist
The following documents should be in each Homebuyer unit file to document compliance with the lead requirements:
Document Name Purpose
Lead Safe Housing Rule Screening Sheet Documents
exemptions
Physical inspection form (HQS or equivalent) Documents visual assessment results
Seller Certification Seller certifies that
paint was stabilized
by qualified workers
and that safe work
practices were
followed during paint
stabilization
Clearance Report and Clearance Review Worksheet Documents that unit passed clearance
Disclosure Form Documents that
buyer received
disclosure and
pamphlet.
Lead Hazard Reduction Notice Documents that
buyer received
required lead hazard
reduction notification.
This was taken from the HUD Website at:
http://portal.hud.gov/hudportal/documents/huddoc?id=20264_leadcompliance.doc
ATTACHMENT 2
RESOLUTION NO. __________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY
TO AUTHORIZE THE CITY MANAGER TO ENTER INTO A SUBRECIPIENT AGREEMENT
WITH HABITAT FOR HUMANITY YUBA/SUTTER FOR THE ADMINISTRATION OF THE CITY’S HOUSING LOAN PROGRAMS
WHEREAS, the City is a recipient of HOME, CalHOME, and CDBG funding for the First-Time Homebuyer and Owner-Occupied Housing Rehabilitation programs; and WHEREAS, the City’s previous Housing Loan administrator no longer provides these services; and
WHEREAS, Habitat for Humanity Yuba/Sutter is currently the administrator of these programs for other local jurisdictions and has the experience and familiarity with the City’s programs to act in this same capacity for the City of Yuba City.
NOW, THEREFORE, be it resolved by the City Council of the City of Yuba City that the City Manager is authorized to enter into the proposed Subrecipient Agreement, subject to its material terms and subject to approval as to legal form by the City Attorney, with Habitat for Humanity Yuba/Sutter for the administration of the City’s Home Loan Programs as it is in the best interest of the City.
The foregoing resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on September 20, 2022, by the following vote:
AYES:
NOES:
ABSENT:
_______________________
Dave Shaw, Mayor
ATTEST:
______________________________
Ciara Wakefield, Deputy City Clerk
APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:
______________________________
Shannon Chaffin, City Attorney
Aleshire & Wynder, LLP
Agenda Item 12
CITY OF YUBA CITY
STAFF REPORT
Date: September 20, 2022
To: Honorable Mayor & Members of the City Council;
From: Development Services Department
Presentation By: Ben Moody, Public Works & Development Services Director Summary
Subject: 2021 CDBG - Consolidated Annual Performance and Evaluation Report Recommendation: A. Conduct a Public Hearing and after consideration; B. Adopt a Resolution approving the 2021 CAPER and authorizing staff to submit all necessary documents to the U.S. Department of Housing and Urban Development (HUD)
Fiscal Impact: No direct fiscal impact would result from approving the 2021 CAPER Purpose:
To solicit public input on the City’s Community Development Block Grant (CDBG) program and approve submission of the 2021 CDBG Consolidated Annual Performance and Evaluation Report.
Council’s Strategic Goal:
This item addresses the Council’s goal of infrastructure in that the City receives funding from the federal U.S. Department of Housing and Urban Development to address housing and community development within the City.
Background:
The Consolidated Annual Performance and Evaluation Report (CAPER) is required of all jurisdictions that receive CDBG entitlement funds from the U.S. Department of Housing and Urban Development (HUD). The purpose of the CAPER is to evaluate the City’s progress in using CDBG funds to meet the housing and community development goals contained in the City’s five-year Consolidated Plan. The City’s grant allocation for the 2021-2022 Program Year (PY) was $641,102. Per HUD guidelines, these funds must be used to further the overall goals of the CDBG program to provide decent, safe, sanitary housing; a suitable living environment; and to expand economic opportunities for low and moderateincome persons. The 2021-2022 PY covers the period from July 1, 2021 to June 30, 2022.
Analysis:
The purpose of the hearing is to solicit community feedback on the City’s efforts in utilizing its CDBG funding to meet the housing and community development goals outlined in the City’s Five-Year
Consolidated Plan. It also provides the public an opportunity to identify community housing needs. In addition to this public hearing, the City is holding a public comment period, which commenced on September 10, 2022 and will end on September 24, 2022. Citizens and organizations are encouraged to submit comments regarding the report during this time. To date, no public comments have been received.
2021-2022 Program Year Accomplishments
During the 2021-2022 PY, $178,974 was expended. Below is a summary of the 2020-2021 PY progress:
Housing Rehabilitation Activities:
Approximately $17,500 was expended and a total of thirteen (13) extremely-low, low-, and moderateincome disabled or senior households were assisted through the FREED Home Repair project, which provided minor health and safety repairs, accessibility modifications and energy efficiency improvements to homes. Approximately $7,500 in funding remains for use.
A total of $30,000 was expended and three (3) extremely low-income households were assisted through Habitat for Humanity’s Exterior Home Repair/Preservation program, which provides weatherization, painting, landscaping, and exterior repairs to preserve homes and improve neighborhoods.
The Owner-Occupied housing Rehabilitation program was put on hold while the City transitioned between administrators. City Council approved the transfer of the 2021 funds to the new 2022 CDBG program year activities on July 19, 2022.
Public Service Activities:
342 people were assisted and approximately $54,404 expended by the Sutter Yuba Homeless Consortium (SYHC) Homeless Assistance Program. The SYHC provides support services to people experiencing temporary homelessness. The SYHC partners with the Central Valley Homeless Veterans Assistance Program, which provides first-month’s rent and security deposits to homeless veterans, Bridges to Housing, an organization assisting the homeless or near homeless families with security deposits so they may secure rental housing, and Hands of Hope, a program that provides assistance and mentoring to homeless women and children. 97 people were assisted and $41,000 expended through the City of Yuba City Police Department – Homeless Liaison program, where the homeless liaison directed homeless individuals towards programs and resources available to them within the City.
Public Facilities Improvements:
ADA Public Facility Improvements Project: The City set aside $300,000 for the installation of ADA improvements throughout the City’s Qualified Low/Mod Census Tracts. This project was put on hold but is expected to be bid in Spring 2023 to allow for construction plan refinement.
Fiscal Impact:
A total of $178,974 in CDBG funding was expended during the 2021-2022 PY from designated 2021 activities to fund community development projects throughout the City. Approximately $462,128 remains from the 2021 CDBG allocation. Of this amount, $143,772 was approved by Council on July
19, 2022, to be transferred from the Owner-Occupied Housing Rehabilitation project to be used for the upcoming 2022-2023 CDBG PY activities. This leaves approximately $318,300 of the 2021 CDBG allocation left to expend, much of this is allocated for the 2021 ADA Public facilities project. An additional $393,968 was expended during the program year from both 2020 CDBG-CV and previous years’ CDBG activities (2018-2020 PY funds), signaling the continued progress of community development projects throughout the City.
Alternatives:
Delay or modify the proposed 2021 CAPER.
Attachments:
1. Attachment 1 - Resolution to Approve 2021 CAPER
2. Attachment 2 - Draft 2021 CAPER
Prepared By: Submitted By:
Shannon Jones
Administrative Analyst
Diana Langley
City Manager
ATTACHMENT 1
RESOLUTION NO. __________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY APPROVING THE 2021 SECOND YEAR CONSOLIDATED ANNUAL PERFORMANCE &
EVALUATION PLAN, CERTIFYING COMPLIANCE WITH THE REQUIREMENTS OF THE
CDBG PROGRAM, AND AUTHORIZING STAFF TO SUBMIT ALL APPROVED DOCUMENTS
TO THE DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT
WHEREAS, the Department of Housing and Urban Development determined that the City of Yuba City received $641,102 under program year 2021 of the Housing and Community Development Act of 1974, as amended; and
WHEREAS, the City of Yuba City held a public hearing on September 20, 2022, to consider public comments and evaluation regarding the 2021 Second Year Consolidated Annual Performance & Evaluation Plan (CAPER), the community development accomplishments and the actual use of CDBG funds contained therein; and
WHEREAS, the City of Yuba City has provided the citizens with an opportunity to review and comment on concerns involving the accomplishments of spent funds for proposed community development and housing activities, the range of activities that may be undertaken and other important program requirements, and provided citizens with adequate opportunity to participate in the review of the 2021 CAPER, including any revisions, changes or amendments thereto for public comment period commencing on September 10, 2022 and ending on September 24, 2022.
NOW, THEREFORE, be it resolved by the City Council of the City of Yuba City that the 2021 CAPER is hereby approved, that the City Manager is authorized to execute all documents related thereto, and that staff is authorized to submit all documents to the United States Department of Housing and Urban Development.
The foregoing resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on September 20, 2022, by the following vote:
AYES:
NOES:
ABSENT:
_______________________
Dave Shaw, Mayor
ATTEST:
______________________________
Ciara Wakefield, Deputy City Clerk
APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:
______________________________
Shannon Chaffin, City Attorney
Aleshire & Wynder, LLP
ATTACHMENT 2
CAPER
2021 DRAFT
Consolidated Annual Performance and Evaluation Report
Community Development Block Grant
Development Services Department
CITY OF Yuba City
DRAFT 2021 CAPER 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
Executive Summary
The City of Yuba City’s Development Services Department is responsible for the administration of the Community Development Block Grant (CDBG) funds, including facilitating project/program implementation, monitoring project activities and outcomes, and ensuring compliance with all the U.S. Department of Housing and Urban Development (HUD) requirements and regulations, such as fair housing, Davis-Bacon requirements (prevailing wages), environmental reviews, affirmative action, competitive bidding procedures, and fiscal and contract administration. CDBG activities are carried out by both internal City Departments, as well as external Subrecipients.
The Consolidated Annual Performance and Evaluation Report (CAPER) is a report mandated for all communities that receive CDBG entitlement funds from HUD. The Draft 2021 CAPER covers the period from July 1, 2021 through June 30, 2022 and reports the City’s progress in using CDBG funds to meet the housing and community development goals contained in the 2020 Consolidated Plan (Con Plan), a five-year comprehensive planning document that covers the period of July 1, 2020 through June 30, 2025. The Con Plan also identifies the City’s overall need for affordable and supportive housing as well as non-housing community development needs. It is comprised of several components, including a five-year Strategic Plan that outlines the strategy for use of available resources to meet identified needs and an Annual Action Plan (AAP) that describes the activities the City plans to undertake to meet the goals set forth in the Strategic Plan. The CAPER evaluates the City’s overall progress in carrying out priorities of assistance identified in the Con Plan and Annual Action Plan for the 2021-2022 Program Year.
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) CDBG entitlement funds are the only Community Planning and Development (CPD) funding source the City receives to accomplish the goals and objectives outlined in the Con Plan. While other funding sources like State HOME and CalHome funds are available, CDBG funding is tailored to meet the highest priority needs and other funding sources are leveraged to assist with filling in the gaps. In addition, several community development activities are funded with CDBG to specifically target the need to provide a suitable living environment for low and moderate-income households.
The Draft 2021 CAPER reports on the second year in the 2020 Con Plan. The City is on target for meeting the goals set by the five-year strategic plan for the City’s CDBG program. The following sections provide a more detailed analysis of the City’s performance for the 2021 Program Year.
DRAFT 2021 CAPER 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
Goal Category Source /
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Homeless Assistance Homeless
CDBG:
$96,165
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
684 849 124.12% 275 439 160%
Housing
Rehabilitation
Affordable
Housing
CDBG:
$228,772
Homeowner
Housing
Rehabilitated
Household
Housing
Unit
15 26 173.33% 73 16 21.9%
Infrastructure
Improvements/ADA
Modifications
Non-Housing
Community
Development
CDBG:
$300,000
Public Facility or
Infrastructure
Activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
8,500 4,500 52.94% 12,736 0 0.00%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date
DRAFT 2021 CAPER 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
During the 2021 Program Year (PY) the City continued to address the high priority needs identified in the Con Plan, including preservation of existing units; homeless housing and supportive services; housing and supportive services for special needs; and public improvements and infrastructure, including ADA improvements. Recognizing there are limited resources available, the City actively supported efforts by other entities to acquire funding for priority needs, identified in the Con Plan, that benefit low- and moderate-income residents.
The Sutter-Yuba Homeless Consortium (SYHC) was designated to act as the lead agency and fiscal agent in providing services and programs to the City’s homeless population. These programs and services were provided in conjunction with six (6) other non-profit agencies, Hands of Hope, Bridges to Housing, The Salvation Army, Central Valley Homeless Veterans Assistance Program, Regional Emergency Shelter Team (REST) and the Sutter County Homeless Shelter.
• Sutter Yuba Homeless Assistance: A total of $54,404 was expended to provide public and homeless services; a combined total of 342 lowincome persons were assisted through the combined efforts of the Sutter-Yuba Homeless Consortium and six (6) non-profit agencies who serve the City’s homeless population.
• City of Yuba City Police Department – Homeless Liaison: A total of $41,761 was expended for a staff person to coordinate referrals for services for the homeless population; a total of 97 extremely low-income persons were assisted. • Housing Rehabilitation:
o Owner-Occupied Housing Rehabilitation Program: Due to the transition of housing loan contract administrators, loan payoffs, and the housing market prices, this project did not move forward. Funding was approved by City Council to be transferred to activities for the new 2022-2023 CDBG program year.
o Habitat for Humanity – Exterior Home Repair Program: A total of $30,000 was expended and three (3) homes were completed during this program year. In addition, Habitat for Humanity expended the remainder of their 2020 CDBG funding, which was used to assist two (2) households.
o FREED Center for Independent Living – Home Repair Program: A total of $17,619.33 was expended and assistance provided to thirteen (13) beneficiaries during the PY, projects included modification to improve mobility/accessibility and
DRAFT 2021 CAPER 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
upgrades/replacements to critical appliances for senior and/or disabled individuals. • Infrastructure Improvements/ADA Modifications: ADA Public Facility Improvements Project: The City set aside a total of $300,000 for the installation of new curb, gutter and ADA compliant sidewalks/ramps to provide accessibility and safe passage for individuals with disabilities. Approximately $59,000 was expended during the PY for staff time and construction plan development. The project is expected to be bid in Spring of 2023 and completed shortly after.
In addition to the above 2021 CDBG activities, the below CDBG-CV activities were completed during the PY:
• Playzeum Play-for-All Initiative: $34,150 expended and 101 low-incom children served through providing scholarships for summer camp and classes
• City of Yuba city Fire Department – Fire Fighter PPE’s: $133,053 expended and 48 sets of PPE received. • REST – Emergency Winter Shelter: $10,000 expended and 59 individuals assisted.
DRAFT 2021 CAPER 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
CDBG
White 301
Black or African American 50
Asian 0
American Indian or American Native 22
American Indian/Alaskan Native & White 13
Native Hawaiian or Other Pacific Islander 14
Other Multi-racial 43
Total 443
Hispanic 132
Not Hispanic 323
Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative
A total of 455 families were assisted with CDBG funding during the 2021 Program Year; 301 of those assisted identified as White. Approximately 41% identified themselves as Hispanic, some of which did not also identify as white (which accounts for the discrepancy between 455 total families assisted for the year, but only 443 when adding all the ethnicities and races together). Other ethnicities assisted include: 50 Black or African American, 22 American Indian or American Native, 13 American Indian/Native Alaskan and White, 14 Native Hawaiian or Other Pacific Islander, and 43 Other Multi-Racial.
DRAFT 2021 CAPER 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG Public - Federal $1,011,991.77 $178,974
Other – CDBG CV Public - Federal $824,716 $215,729.87
Table 3 - Resources Made Available
Narrative
The City received Community Development Block Grant (CDBG) Entitlement funds through the United States Department of Housing and Urban Development (HUD). Below is a breakdown of the total “Resources Made Available” as identified in table 3 above; all of which are CDBG funds:
The City’s CDBG allocation for the 2021 Program Year (PY) was $641,102; the balance at the beginning of the PY, July 1, 2021, was $266,944.37; in addition, the City received $103,945.40 in Program Income for a total of $1,011,991.77.
Identify the geographic distribution and location of investments Target Area Planned Percentage
of Allocation
Actual Percentage of
Allocation
Narrative Description
Citywide 40 53 Other
Qualified Low/Mod Census
Tracts 40 47 Low/Mod Areas
Table 4 – Identify the geographic distribution and location of investments Narrative
In general, the City allocated investment of resources on a city-wide basis. The distribution of funding is predicated somewhat on the nature of the activities funded. Resources targeted to preservation of existing housing were allocated on a city-wide basis. Resources targeted to special needs populations, including homeless, were allocated on a city-wide basis, where needs are identified and/or where resources could be coordinated with existing facilities and services. Activities such as public facilities and improvements were targeted to the City’s Qualified Low/Mod Census Tracts most in need of assistance.
No Economic Development activities were funded with CDBG funds during this Program Year.
DRAFT 2021 CAPER 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.
Community Development Block Grant (CDBG) funds are not sufficient to fully fund activities; as a result, activities undertaken are leveraged with a variety of Federal, State funds, charitable organizations and private donations. Subrecipients identify additional funding sources in their budgets included with their applications for CDBG funding. The CDBG funds do not require matching funds. The City continues to struggle to meet any matching requirements when applying for other Federal or State funding sources.
There is no publicly owned land or properties located within the City that were used to address needs identified in the 2020 Con Plan or 2021 Action Plan.
The City pursued and supported applications by other entities who applied for Federal and State funding during the 2021 Program Year to address priority needs. The City’s application for Permanent Local Housing Allocation (PLHA) funding from HCD was approved; as a result, the City will receive approximately $310,000. The City has committed some of these funds in collaboration with the County to be used for an overnight camping site where homeless individuals can safely park overnight and have access to restrooms and a secure location. The City is currently in the process of determining how best to utilize the remaining funds to address housing needs.
DRAFT 2021 CAPER 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderateincome, and middle-income persons served.
The City continued offering and/or providing funding for affordable housing activities which includes the single-family Owner Occupied Housing Rehabilitation, First-Time Homebuyer Down Payment Assistance and the Exterior Home Repair Programs. The City worked in partnership with local non-profit agencies and the to preserve affordable housing units.
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 0 0
Number of Non-Homeless households to be
provided affordable housing units 73 17
Number of Special-Needs households to be
provided affordable housing units 0 0
Total 73 17
Table 5 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance 0 1
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 73 16
Number of households supported through
Acquisition of Existing Units 0 0
Total 73 17
Table 6 – Number of Households Supported
DRAFT 2021 CAPER 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
The transition of housing loan administrators, housing market prices, and specific guidelines from the State on how loan program funds can be spent have created issues in meeting the City’s goals for affordable housing.
Although the City does not operate a rental assistance program, the RHA administers the Housing Choice Voucher (HCV) Section 8 Rental Assistance Program. A total of 481 households were assisted during this Program Year (PY). The RHA also administers the Low-Income Public Housing Program which assisted a total of 120 families this Program Year. The RHA also administers the United States Department of Agriculture (USDA) – Rural Development Housing Program; it assisted a total of 185 families this PY.
Discuss how these outcomes will impact future annual action plans.
Despite the issues described above, with the City contracting with a new loan administrator, and the State re-evaluating the First-Time Homebuyer program, the City will be ble to meet the goals set forth for future action plans.
Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 225 0
Low-income 82 0
Moderate-income 148 0
Total 455 0
Table 7 – Number of Households Served
Narrative Information
Of the total 455 low-income persons assisted above, 13 were assisted through the FREED Home Repair Program and 3 assisted through the Habitat for Humanity Exterior Home Repair program. 97 were assisted by the Yuba City Police Department Homeless Liaison and 342 were assisted by the Sutter-Yuba Homeless Consortium.
DRAFT 2021 CAPER 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
Many persons experiencing homelessness, require specialized or intensive assistance in order to get back into permanent housing and be linked with services needed for on-going stability. Often, homeless persons suffer from mental health conditions, drug or alcohol addiction, chronic physical illnesses, and many experience more than one of these conditions, which may contribute to their homelessness.
The City relies on the Sutter-Yuba Homeless Consortium (SYHC), our area’s Continuum of Care (CoC), to coordinate services for the homeless. The SYHC is a regional, non-profit organization that brings together public and private agencies and organizations to address the full scope of housing and supportive services needed by the varying homeless population. During this Program Year (PY), SYHC has implemented its Coordinated Entry System (CES). Coordinated Entry is a HUD-mandated requirement to prioritize services to the most vulnerable within the community. In Yuba City, the CES is located at Hands of Hope’s day services center. Upon entering the CES, homeless individuals have their needs assessed to determine which services they are eligible for and are assigned a case manager to assist them in obtaining permanent housing. Additionally, Hands of Hope offers several life skills classes to help facilitate a client’s move toward self-sufficiency.
Annually the SYHC, along with volunteers, conduct a Point-in-Time (PIT) count of the homeless. The information is limited since it cannot count every person that is homeless or count people that are at risk of homelessness. It does however provide an estimate of the homeless population, helps to assess the needs of the various sub-populations, and helps to assess the progress in ending homelessness. In PY 2020, the most recent unsheltered count, SYHC identified a total of 1,074 individuals in Sutter and Yuba Counties. Approximately 18% of individuals were identified as being chronically homeless, 45% struggled with substance abuse, and 40% identified as physically disabled.
All agencies that received CDBG funding during this Program Year (PY) utilize intake forms to collect data and assess the needs of homeless individuals and families. They assess for chronic homelessness, physical, mental, or behavioral issues as well as any financial difficulties these individuals may have. Once their individual needs are assessed, they construct a case plan specific to their needs and assist them in achieving their individual goals and milestones. Their assistance can include classes that address specific barriers that each client may have that affect them maintaining housing stability. These classes may include; Seeking Safety, Anger Management, Relapse Prevention, Life Skills, Budgeting, Co-dependency, Kitchen class, Health Classes, Grief Counseling, One-on-Ones with case managers and Parenting classes.
Unfortunately, COVID-19 has caused some of these classes to be on hold.
DRAFT 2021 CAPER 11
OMB Control No: 2506-0117 (exp. 09/30/2021)
Addressing the emergency shelter and transitional housing needs of homeless persons The City works within the framework of and relies on the SYHC and member agencies to address the emergency shelter and transitional housing needs of homeless individuals and families.
The City took the following actions during this PY to address the needs of homeless persons: 1) The City’s zoning code allows for emergency shelter and transitional shelter sites in accordance with State Law; and 2) the City continued to support applications for emergency shelter and/or transitional housing funding by the SYHC and member agencies, consistent with City policy.
Better Way shelter, Sutter County’s homeless shelter opened in doors in the City of Yuba City in 2019.
Better Way has a 40-bed capacity, and offers a temporary place to stay for up to 3 months for single individuals age 18 and above.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs Low-income households overpaying for rent and utilities are constantly at risk of becoming homeless. The City’s objectives for helping low-income individuals and families avoid homelessness include maintain and increasing the supply of affordable housing as well as supporting the efforts of SYHC and its member agencies.
During this PY the City provided CDBG funds to the SYHC. The SYHC provides a forum for its member agencies who assist low-income households and individuals receiving assistance from public and private agencies to develop comprehensive, coordinated services that address the underlying reasons for homelessness helping those individuals and families avoid becoming homeless. The SYHC allocates funding to non-profit agencies who provide programs and services to the City’s homeless population.
These agencies are: The Bridges to Housing, Central Valley Homeless Veterans Assistance Program, and the Salvation Army; these agencies provide assistance with security deposits, one-time rental assistance, utility assistance, on-going supportive services and/or case management to individuals and families that are formerly homeless or at risk of becoming homeless.
Bridges to Housing provides financial assistance to low income individuals and families in the form of security deposits to prevent them from becoming homeless. The deposit assistance provided by Bridges to Housing is sometimes the financial assistance needed to help those at risk of being homeless moving forward in a positive direction. Providing security deposit assistance to homeless individuals or families give them a fresh start placing them in a stable and safe environment and moving them from the uncertainty of being homeless. Bridges to Housing also provides everyone with a list of additional resources and referrals to such organizations as Hands of Hope while they are going through this transition
DRAFT 2021 CAPER 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
period giving them the additional hope and resources they need avoid becoming homeless again.
The Central Valley Homeless Veterans Assistance Program provides assistance to veterans with one-time rent assistance and utility assistance to create or maintain stable housing. They also provide additional supportive services and participate and support the Sutter-Yuba Veterans Stand Down event held annually during which veterans and their families receive a variety of services.
The City’s efforts during this PY to help low-income individuals and families avoid becoming homeless included continuing its Housing Rehabilitation Program that maintains the City’s existing affordable housing stock as well as continuing to work in cooperation with the Regional Housing Authority (RHA).
The RHA provides a variety of housing options to low and very low-income households. The City also supported efforts by the RHA to apply for a HOME housing price waiver from HCD so that both the FirstTime Homebuyer and Owner Occupied Rehabilitation programs can effectively operate under the high housing prices within the City. RHA and the City are currently awaiting a determination.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City does not provide supportive services or case management to homeless or formerly homeless persons. The City relies on the SYHC and its member service providers to address the supportive services and case management needed to help homeless people’s transition to permanent housing, independent living, secure permanent affordable housing and prevent recurring homelessness.
DRAFT 2021 CAPER 13
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The City does not own or operate public housing or have oversight of the Regional Housing Authority (RHA); however, the City maintains a close working relationship with the RHA, supporting the RHA’s actions to address the needs of their public housing units and residents.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
Since the City does not own, operate public housing or have oversight over Housing Authority operations, there are no City strategies directed at public housing tenants; however, the City encourages all residents to be active participants in their community.
The RHA has continued to work with residents to provide an environment in which they are able to accumulate adequate resources in order to move into non-subsidized housing and homeownership.
The City’s First Time Homebuyer Program provides homeownership opportunities for low-income households. In addition, the RHA encourages its residents to participate in the Lease to Own (TRIO) program. The TRIO program allows renters to live in the home they choose for a specified time before they are ready to purchase.
Actions taken to provide assistance to troubled PHAs
The RHA is not identified as a troubled Housing Authority; therefore, this section does not apply.
DRAFT 2021 CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The City’s 2021-2029 Housing Element was certified by HCD on May 5, 2022. The purpose of the Housing Element was to establish specific goals, policies, and objectives relative to the provision of housing for all economic segments of the community and to adopt an action plan. The plan outlines policies and actions that will provide a systematic program for achieving the City’s fair share of regional housing needs, maintaining the existing housing stock, providing affordable housing, facilitating the production of a wide range of housing types, and facilitating the incorporation of energy-efficient materials and technology in new and existing housing units. These policies include: allowing for accessory dwelling units in all zones where residential structures are allowed in accordance with AB 2299; allowing for single room occupancy (SRO) housing without a use permit in commercial zones; continuing to ensure zoning standards and development of housing at higher density ranges through exploration of creative options such as sharedparking, mixed-use development, encouragement of additional building floors, etc. Also, developing regulations for condominium conversions that minimize displacement of low-income residents and prevent the loss of affordable housing units, a density bonus which will offer incentives for developers who submit projects for multi-unit affordable housing, the requirement for developers to replace all affordable housing units lost to new development, and allowing residential use in non-residential land use designations. In addition, the City permits rotating cold weather shelters in religious institutions in each of the Residential Districts by-right, providing housing opportunities, albeit on a limited basis.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The greatest obstacle to meeting underserved needs in the City is a lack of available funding.
During the 2021 Program Year, the City continued its efforts to identify alternate funding sources, supported funding applications by service providers that expanded the availability of affordable housing, and supported applications for homeless assistance and supportive services. The City continued to implement zoning and land use policies that encourages the development of affordable housing. The City also continued to encourage partnerships with other local government entities and service providers so that underserved needs may be better met by coordinated and collaborative uses of resources.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City continues to implement HUD’s lead-based paint regulations. Efforts by the City in this regard include the disclosure of possible lead hazards and implementation of lead risk assessment, clearance testing procedures and supervision of lead-related work performed in conjunction with any of its housing programs. Any mitigation or removal of lead-based paint hazard is in accordance with HUD guidelines.
DRAFT 2021 CAPER 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) Poverty has many causes. Among the causes are disabilities (physical and developmental disabilities, chronic diseases, mental illness, etc.), a lack of adequate education or vocational training, a lack of sufficient spousal support and substance abuse problems. According to the 2020 U.S. Census Bureau data,
13.4% of Yuba City's population resides in poverty.
During this Program Year, the City has continued its efforts to forge relationships with public and private organizations that share a common mission for improving the quality of life for lower income individuals through housing, social services, employment and skills training, neighborhood revitalization and economic development.
The City is also a member of the Yuba-Sutter Economic Development Corporation (YSEDC) which offers economic development programs and partners with local lending institutions to make loans available to businesses creating and/or retaining jobs for low income residents.
Sutter County offers residents and businesses assistance through their Human Services Department, Employment Services offered include: Job Fairs, Hiring Assistance, Advertising and Recruitment Services, Employment Counseling, Job Search Programs and Strategies, Resume Design and a Resource Center.
The Regional Housing Authority, through the Family Self Sufficiency (FSS) Program, a voluntary 5-year program, provides rental assistance and support programs in order to allow households on the Housing Choice Voucher (HCV) Section 8 Rental Assistance Program to become free of public assistance.
Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City’s Development Services Department is responsible for the administration of the City’s Housing Programs, including the CDBG Program. The Development Services Department also oversees the City’s Community Development and Economic Development activities. As an entitlement jurisdiction, the City receives an annual allocation of CDBG funds directly from the Department of Housing and Urban Development (HUD); both internal City departments and external agencies implement the programs and projects identified in the Annual Action Plan. The Development Services Department has continued to collaborate with other City Departments, the City Council, City Commissions, as well as local agencies, organizations and residents to develop programs and activities that serve low and moderate-income individuals and families within the jurisdiction.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The City will continue to meet with and maintain a dialog with non-profit agencies and organizations that serve low and moderate-income persons. The City will work to enhance and improve the organizational capacity and foster a collective planning process.
The City will continue to work closely with the Regional Housing Authority to develop, preserve and
DRAFT 2021 CAPER 16
OMB Control No: 2506-0117 (exp. 09/30/2021)
improve the supply of affordable housing in the City.
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City includes HUD brochures on subprime lending practices in the City’s First Time Homebuyers and Housing Rehabilitation Programs.
To the extent that impediments pertain to private sector activities, the City carefully monitors any complaints received and, if necessary, refers fair housing matters to California Rural Legal Assistance. The City also encouraged applications for boards and commissions from all classes of citizens in order to promote adequate citizen representation.
DRAFT 2021 CAPER 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements The City monitors its performance through the Consolidated Annual Performance and Evaluation Report (CAPER). Each year the City reviews and reports progress it has made in carrying out its Con Plan and Action Plan. The Draft 2021 CAPER includes a description of resources made available, investment of available resources, geographic distribution and location of investments, results/outcomes, actions taken to affirmatively further fair housing and any other actions taken during the 2021 Program Year (PY) as outlined in the 2021 Action Plan.
Throughout the 2021 PY, the City utilized the Integrated Disbursement and Information System (IDIS) for setting up, funding, drawing down and reporting CDBG and other funds as required. IDIS reports are incorporated into the Draft 2021 CAPER and made available to the public as required.
The City utilized a performance measurement system to ensure accurate reporting of results in IDIS and in the Draft 2021 CAPER for the programs and projects undertaken by the City during this PY.
In addition to the HUD monitoring and reporting requirements, the City completed the following monitoring program for its housing and community development programs and projects:
• The City reviewed and reported to the State Department of Housing and Community Development on the progress the City made during this PY implementing its 2021-2029 Housing Element.
The City monitored its subrecipients to ensure compliance with federal and local requirements outlined in Subrecipient agreements. The level of Subrecipient monitoring conducted by City staff is determined through a Risk Assessment (RA), utilizing a variety of factors i.e., Subrecipients new to CDBG funding, Subrecipients with higher staff turnover, etc. The RA determines which Subrecipients have a higher level of risk of non-compliance with CDBG Program regulations and requirements. For Subrecipients determined to have a higher risk of non-compliance, City staff will conduct an on-site monitoring and may be provided technical assistance, training or additional oversite by City staff throughout the year. For those Subrecipients that are determined to have a low risk of non-compliance, City staff may determine a desk review is sufficient to ensure on-going compliance with CDBG requirements. The RA conducted for the monitoring during this PY determined no Subrecipients were at high risk of non-compliance. The City utilized quarterly reporting to monitor subrecipient progress and financials, and to provide feedback moving forward based on those reports to ensure funds are being expended successfully.
DRAFT 2021 CAPER 18
OMB Control No: 2506-0117 (exp. 09/30/2021)
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
The City’s Citizen Participation Plan (CPP) details the public noticing requirements for CDBG activities, sets threshold requirements for Annual Plan amendments, and also provides a detailed description of the CDBG Program Year cycle. In addition to carrying out the actions set forth in the City’s Citizen Participation Plan, the following actions were taken during the 2021 Program Year:
1. Public Notice Requirements
The Public Notice for Public Review and Comment for the Draft 2021 CAPER was published on September 9, 2022. The comment period begin on September10, 2022 and ended on September 24, 2022. The Public Notice and Draft 2021 CAPER were also posted on the City’s website, where translation services were available. The notice provided 15 days for citizens to comment on the report as required by 24 CFR 91.105(d). This report and all CDBG public information files are available for public review at City Hall and the Public Library.
i. The City maintains a list of organizations and agencies that advocate on behalf of special needs groups and in addition to the publishing the Public Notice in the local newspaper and on the City’s website, the City provides notice to all entities on this list, inviting them and their clients to participate in the CAPER process, including the Public Hearing.
2. Reporting and Recordkeeping
The City maintains all CDBG programs and financial records. All CDBG program reports will be submitted to HUD as required. A citizen information file is maintained and available for public review.
3. Citizen Comments
Copies of the Draft 2021 CAPER were made available to the public during the 15-day comment period.
A public hearing for public review and comment for the Draft 2021 CAPER will be held on September 20, 2022 before the City Council.
RESERVED FOR PUBLIC COMMENTS
DRAFT 2021 CAPER 19
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
The City does not have any plans to change its program objectives at this time.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No; the City does not have any BEDI grants.
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
Not applicable.
DRAFT 2021 CAPER 20
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 1 0 0 0 0
Total Labor Hours 0
Total Section 3 Worker Hours 0
Total Targeted Section 3 Worker Hours 0
Table 8 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers
Outreach efforts to generate job applicants who are Other Funding Targeted Workers.
Direct, on-the job training (including apprenticeships).
Indirect training such as arranging for, contracting for, or paying tuition for, off-site training.
Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching).
Outreach efforts to identify and secure bids from Section 3 business concerns.
Technical assistance to help Section 3 business concerns understand and bid on contracts.
Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns.
Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services.
Held one or more job fairs.
Provided or connected residents with supportive services that can provide direct services or referrals.
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.
Assisted residents with finding child care.
Assisted residents to apply for, or attend community college or a four year educational institution.
Assisted residents to apply for, or attend vocational/technical training.
Assisted residents to obtain financial literacy training and/or coaching.
Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns.
Provided or connected residents with training on computer use or online technologies.
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses.
Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
DRAFT 2021 CAPER 21
OMB Control No: 2506-0117 (exp. 09/30/2021)
Other.
Table 9 – Qualitative Efforts - Number of Activities by Program Narrative
Agenda Item 13
CITY OF YUBA CITY
STAFF REPORT
Date: September 20, 2022
To: Honorable Mayor & Members of the City Council;
From: Fire Department
Presentation By: Jesse Alexander, Fire Chief
Summary
Subject: Emergency Operations Plan-Draft
Recommendation: Receive a presentation on the draft Emergency Operations Plan Fiscal Impact: None
Purpose:
To provide a review period of the proposed City of Yuba City Emergency Operations Plan, which will be later brought before the Council to seek acceptance of the Emergency Operations Plan through a resolution.
Council's Strategic Goal:
This Emergency Operations Plan addresses the City Council's Public Safety Strategic Goal by creating a comprehensive formal plan for planning and mitigating potential emergencies in the City of Yuba City.
Background:
The 2017 California State Emergency Plan states, "All local governments with certified disaster councils are required to develop Emergency Operations Plans (EOP) for their jurisdiction that meet state and federal requirements and are in accordance with Cal OES Local Planning Guidance." The Yuba City Disaster Council was established in 1974 and later amended in 1984. As a result, City Staff has been determining the mechanism for developing a quality Emergency Operations Plan that is comprehensive and user-friendly while being fiscally sound. Staff decided to create the EOP in-house, with an emphasis on using lessons learned and operational effectiveness.
Analysis:
An Emergency Operation Plan (EOP) is a plan of action in case of an emergency or crisis. It allows governments at various levels - such as federal, state, city, and local - to communicate effectively and coordinate efforts to respond to crises. An EOP is not a set of procedural guidelines or guarantees; rather, it provides a framework for emergency response that can be adapted to prepare our City for various situations. An Emergency Operations Plan should include all possible emergencies,
consequences, required actions, written procedures, and available resources.
The proposed Emergency Operations Plan comprises two major sections:
1. Basic Plan
-Plan Components and Framework
-Hazard Analysis Summary
-Concepts of Operations
- Continuity of Operations
-EOP Roles and Responsibilities
-Emergency Operations Center (EOC) Command and Control
-Information Collection and Dissemination
-Communication
-Plan Development/Maintenance/Implementation
-Training
2. Hazard/Threat Specific Appendices
-Disaster Declarations
-Flooding
-Dam Failure
-Wildfire
-Earthquake
-Volcano
-Hazardous Materials
-Natural Occurring Biological Threats
-Extreme Weather
-Terrorism
-Civil Disobedience
-Water and Wastewater Disruption
-Access and Functional Needs
The Emergency Operations Plan, part of the comprehensive City Emergency Preparedness initiative, includes Local Hazard Mitigation Plans, Continuity of Operations Plans, Emergency Notification protocols, Memorandum of Understandings, side letters, and Evacuation planning.
Fiscal Impact:
None
Alternatives:
Request that Staff hires a consultant to develop an Emergency Operations Plan.
Recommendation:
Review Emergency Operations Plan-Draft, so that a resolution may be adopted in a future meeting to accept the Emergency Operations Plan.
Attachments:
1. Yuba City Hazard Appendices
2. YC EOP FINAL DRAFT
Prepared By: Submitted By:
Jesse Alexander
Fire Chief
Diana Langley
City Manager
ATTACHMENT 2
Disaster Declarations and
Hazard/Threat Specific Appendices
City of Yuba City
DRAFT
Table of Contents
Disaster Declarations………………………………………………….…..3
Flooding………………………………………………………………….….7
Dam Failure………………………………………………………………...18
Wildfire………………………………………………………………….…..26
Earthquake…………………………………………………………….…...31
Volcano……………………………………………………………………. 38
Hazardous Materials………………………………………………………43
Natural Occurring Biological Threats………….…………………….…..48 Extreme Weather…………………………………………………………..50
Terrorism……………………………………………………………………53
Civil Disobedience…………………………………………………………54
Water and Wastewater Disruption……………………………………….55
Access and Functional Needs……………………………………………59
DRAFT
3 | P a g e
Disaster Declarations
In the event of a disaster or condition of extreme peril to persons and property within the City of Yuba City, the City Council or City Manager/Emergency Services Director (ESD) may proclaim a local emergency as follows:
1. Step 1 – Qualifying Emergency: Determine if there is a qualifying “emergency” under either City or State law (any one of the following will do):
A. City Code:
1 Actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within the City caused by such conditions as:
i. Air pollution,
ii. Fire,
iii. Flood,
iv. Storm,
v. Epidemic,
vi. Riot,
vii. Earthquake, or
vii. Other conditions, including conditions resulting from war or the imminent threat of war, which conditions are, or are likely to be, beyond the control of the services, personnel, equipment, and facilities of the City, requiring the combined forces of other political subdivisions to combat.
B. State Law:
2 Additional grounds under State law include disaster or of extreme peril to the safety of persons and property within the territorial limits of the City caused by conditions such as:
i. Drought,
ii. Cyberterrorism,
iii. Sudden and severe energy shortage, or de-energization event, iv. Plant or animal infestation or disease,
v. The Governor’s warning of an earthquake or volcanic prediction, or an earthquake, or vi. Other conditions, other than conditions resulting from a labor controversy, which are or are likely to be beyond the control of the services, personnel, equipment, and facilities of that political subdivision and require the combined forces of other political subdivisions to combat.
Note: Conditions resulting from a labor controversy are generally not considered an “emergency.”
2. Step 2 – Declare the Emergency: There are two options to declare a local emergency: use either i) the City Manager/Emergency Services Director (with subsequent City Council ratification); or ii) the City Council.3
A. City Manager/Emergency Services Director Option:
4 Under this option the City Manager, acting as
the Emergency Services Director (ESD), declares a local emergency as follows:
1 Muni Code § 2-8.02
2 Gov’t. Code § 855(c)(1).
3 Gov’t. Code §8558(c).
4 Municipal Code Sec. 2-8.04.
DRAFT
4 | P a g e
i. Confirm City Council Not Meeting: Confirm that the City Council is not in session (having a Council meeting) at the time the ESD declares the local emergency. ii. Complete the Proclamation: Fill out the Proclamation declaring the existence of a local emergency. Have the City Manager sign as the Director of Emergency Services iii. Notice: Post the notice per “Give Notice of the Emergency Proclamation” at Step 3, below. iv. State Assistance: If State Assistance has been requested, see Step 4. v. Council Ratification: The City Council must call a special meeting (see immediately below) to confirm the proclamation within 7 days of the proclamation, or the local emergency automatically expires.
B. City Council Option: The City Council can either declare a local emergency in the first instance, or ratify the City Manager/Emergency Services Director proclamation of emergency as follows:
i. Determine if the City Council Still Exists: At least 3 members of the Council are generally required to hold a meeting and conduct business. However, a member is considered “unavailable” during an emergency they are either killed, missing, or so seriously injured as to be unable to attend meetings and otherwise perform duties.
If there are at least 3 Councilmembers available, then skip this step. If not, then:
1. Any Regular Councilmembers Available? Determine if there is even 1 regular Councilmember available. If so, that Councilmember may call the meeting, declare a local emergency, and reconstitute the City Council using “standby” and “temporary” Councilmembers.5
2. Activate Standby Councilmembers: If there is not even one regular Councilmember available, then active “standby” Councilmembers. The regular City Council may appoint up to either 3 “standby” Councilmembers.6 The standby Councilmembers should be activated in order (Standby Councilmember 1, then 2, then 3) as needed. The standby then serves until the regular Councilmember becomes available or until the election or appointment of a new regular Councilmember.7
3. Temporary Councilmembers (No Councilmembers at all): Should all members of the Council, including all standby members, be unavailable, temporary officers shall be appointed to serve until a regular member or a standby member becomes available or until the election or appointment of a new regular or standby member.8 Temporary officers shall be appointed as follows:
a. By the chairman of the Sutter County Board of Supervisors, but if not available, then b. By the chairman of the Board of Supervisors of any other County within 150 miles of the City, beginning with the nearest and most populated county (Yuba County) and going to the farthest and least populated. If none is unavailable, then c. By the mayor of any City within 150 miles of the City, beginning with the nearest and most populated City (Marysville) and going to the farthest and least populated.
5 See Gov’t. Code 8643.
6 Gov’t. Code §8638(a).
7 Gov’t. Code §8641(d).
8 Gov’t. Code §8664.
DRAFT
5 | P a g e
Note: If it appears there are no regular or standby Councilmembers available, and it may be some time until 3 temporary Councilmembers are appointed, consider using a series of City Manager/DES proclamations. Technically, each proclamation would only last 7 days, and the same emergency condition cannot be re-used. However, catastrophic events often involve multiple emergencies that may evolve over time. For example, a flood could also deenergize large sections of the City, result in development of epidemic conditions, increase fire risk, etc. Although not legally recommended, if worst comes to worse the DES could declare an emergency for the flood, then once that expires an emergency for the loss of electricity, then an epidemic, etc., to buy time until the City Council can be reconstituted. ii. Call and Set a Council Meeting:
1. Regular Meeting: If a regular Council meeting is available, then just include the emergency proclamation on the regular Agenda. (No special call of a meeting is required.)
2. Special Meeting: If a regular Council meeting is not available, a special meeting may be called with 24 hours advance notice using the standard process. The following people may call a special meeting for an emergency:
a. Mayor,
b. City Manager (if a state of war emergency, a state of emergency, or a local emergency exists),
c. 3 Councilmembers,9
d. If there are not at least 3 Councilmembers available (such as due to death, serious bodily injury, or resignation), then even 1 remaining Councilmember can call and hold the meeting, as well as take acts necessary to reconstitute the governing body using “standby” Councilmembers or requesting the appointment of “temporary” Councilmembers until a minimum quorum to vote on items can be met.10 (See Section 2(B)(1), above.)
3. Emergency Meeting: An emergency Council meeting may be called within as little as 1-hour notice when there is an emergency situation and prompt action is necessary to the disruption or threatened disruption of public facilities.11 No written notice or posting is required. News media that have requested written notice of special meetings must be notified by telephone at least one hour in advance of an emergency meeting, and all telephone numbers provided in the written notice must be tried. If telephones are not working, the notice requirements are deemed waived. However, the news media must be notified as soon as possible of the meeting and any action taken. That notice must contain the fact of holding the emergency meeting, the purpose of the meeting, and the action taken at the meeting.12 Note: If possible, use the City Manager/ESD option followed by either a regular or special Council meeting rather than an emergency Council meeting. iii. Location: If the emergency makes the usual meeting place unsafe, the meeting may take place at another location, even outside of the City, for the duration of the emergency.13
9 Although not expressly recognized by the Municipal Code, 3 Councilmembers can call the meeting if neither the Mayor or City Manager is available per Government Code section 8642. 10 Gov’t. Code §8642.
11 Gov’t Code §54956.5(b)(1); see also Municipal Code § Sec. 2-1.01(d) [ 12 Gov’t. Code §54956.5.
13 Gov’t. Code §8642
DRAFT
6 | P a g e
Note: If City Hall is not safe, try to hold the meeting within the City limits if reasonably possible, and if not, as nearby to the City as reasonably possible. iv. Quorum: Generally, 3 Councilmembers are needed to hold a meeting. However, if there is just 1 or 2 members of the City Council available, then they can still hold the meeting to declare the emergency, reconstitute the Council using “standby” Councilmembers (if available) or request the appointment of “temporary” Councilmembers until regular Councilmembers are available or an election can be held. (Gov. Code Section 8642.)
v. Vote: If the Council has at least 3 members still remaining, then 3 affirmative votes are required to adopt the Council resolution either proclaiming and emergency, or ratifying the City Manager/ESD proclamation of emergency.
Note: If there are only 1 or 2 Councilmembers left on the entire Council and no “standby” Councilmembers available, then they may unanimously vote to adopt the Council resolution either proclaiming and emergency, or ratifying the City Manager/ESD proclamation of emergency. Once the Council is reconstituted (using regular, standby, or temporary members), the Council should adopt a result ratifying the initial decision to proclaim the emergency. vi. Resolution: At special meeting, the City Council either adopts a resolution:
1. Confirming the ESD proclamation of emergency (Resolution Of The City Council Of The City Of Yuba City Confirming The Emergency Services Director’s Proclamation Of The Existence Of A Local Emergency Within The City Of Yuba City); or
2. Declaring a local emergency (Resolution Of The City Council Of The City Of Yuba City Proclaiming And Declaring Of The Existence Of A Local Emergency Within The City Of Yuba City).
3. Step 3 - Give Notice of the Emergency Proclamation: Every proclamation, resolution, order, curfew, etc. related to the local emergency must be published and given as much publicity and notice throughout the City as possible, given the circumstances of the local emergency. Include the following if available:
A. Post at City Hall (at the City Clerk’s board).
B. Send to the newspaper(s) and local television station (the City may have to pay for publication in the newspaper to ensure it is published.)
C. Post on City’s website in a conspicuous manner.
D. Post on City’s social media sites.
Note: Orders and regulations regarding curfews must be in writing and are required to be given “widespread publicity and notice,” which is more than just the regular notice listed above.14
4. Step 4 – Evaluate Whether to Request State Assistance: After a proclamation of a local emergency, the Council or City Manager may request that the Governor proclaim a state of emergency.15 Any request from the City must be made by written resolution/proclamation. An Initial Damage Estimate (“IDE”) must be forwarded to the Governor’s Office of Emergency Services along with the proclamation/resolution. IDE must include:
14 Gov’t. Code §8634.
15 Muni. Code §2-8.06(a)(2)
DRAFT
7 | P a g e
A. Type and extend of public/private sector damage;
B. Estimates of damages and emergency response costs; and C. Any acute public health and environmental issues.
5. Step 5 – Renew Council Proclamation Every 60 Days as Warranted: The Council must review the need for continuing the local emergency proclamation at least every 60 days, and should proclaim the termination at the earliest possible date. If the Council does not renew the proclamation within the 60-day period, then the proclamation of local emergency automatically expires – unless the Governor has issued an emergency executive order suspending the 60-day period under Government Code section 8630 (as was done for COVID-19).
Note: Even though it is possible an emergency may not be as imminent after a period of time, consult with the Finance Department prior to letting an emergency proclamation expire, as it could affect the City’s ability to recover emergency funding.
Flooding
Hazard Definition
A flood is defined as an overflowing of water onto an area of land that is normally dry. Floods generally occur from natural causes, usually weather-related, such as a sudden snow melt, often in conjunction with a wet or rainy spring or with sudden and very heavy rainfalls. Floods can, however, result from human causes as a dam impoundment bursting. Dam break floods are usually associated with intense rainfall or prolonged flood conditions.
Local Situation
The levees protecting the Sutter Basin have been subject to several high-water events that led to repeated performance problems, including levee breaks in 1907, 1909, 1914, and 1955. In addition, in 1963, 1965,1986, and 1997 (highest recorded 78.23 feet), high-water events led to some areas of flooding or seepage. In 2022, SBFCA’s Feather River West Levee Project was certified, which increased the level of protection for the Yuba City Area. The completed levee project is designed to provide protection to the Yuba City area on the west side of the Feather River against a 1 in 200 (200-year flood) chance of occurring in any given year.
The following maps detail the local situation, and will assist with the Operational decision-making process:
• Sutter Basin 100-Year (Post Feather River West Levee Improvement Project) Floodplain • Sutter Basin 200-Year (Post Feather West Levee Improvement Project) Floodplain • Known Historical Flooding Areas in Yuba City
• Regional Levee Map
DRAFT
8 | P a g e
Sutter Basin 100-Year (Post Feather River West Levee Improvement Project) Floodplain 2020 (SBFCA) DRAFT
9 | P a g e
Sutter Basin 200-Year (Post Feather River West Levee Improvement Project) Floodplain 2020 (SBFCA) DRAFT
10 | P a g e
Known Historical Flooding Areas (2018 Yuba City Drainage Study) DRAFT
11 | P a g e
Regional Levee Map (2021 LHMP)
DRAFT
12 | P a g e
Emergency Response
This slow rise flood plan is structured on five stages of emergency response related to the elevation of the Feather River, measured from the Yuba City side of the 5th Street Bridge (Twin Cities Memorial Bridge). The river elevations are intended to be guides for declaring the response stages. The City will declare response stages based upon a variety of circumstances, including weather forecasts, dam releases and river flows, and levee conditions.
The City of Yuba City (City) and the County of Sutter's (County) slow rise flood plans differ slightly in how various response stages are designated, but there is consistency in the river levels that trigger local government's emergency response. The following chart illustrates the correlation between the City's and County's response stages.
City of Yuba City County of Sutter
Warning Stage River Level Warning Stage River Level
1 Watch Stage
60 feet and rising Planning & Preparation
Phase
Below 70 Feet
2 Warning Stage
65 feet and rising
3 Full Alert Stage
70 feet and rising Ready for Action Stage Above 70 feet 4 Full Readiness Stage
75 feet and rising
5 Emergency Stage
77 feet and rising Emergency Phase Above 77 feet
Project Flood Stage: 80.2 feet
The stage at which the flow in a flood control project is at maximum design capacity. At this level, there is a minimum freeboard of 3 feet to the top of the levees.
Danger Level: 81.2 feet
The stage at which the flow in a flood control project is greater than maximum design capacity and where there is extreme danger with threat of significant hazard to life and property in the event of levee failure.
Top of Levees: 83.5 feet
There are numerous factors that contribute to the flood danger present at any given time. For example, factors that contribute to the river level, the length of time the water has been on the levee, the number of times water has been on the levee in the season, the forecasted weather, the forecasted river crest, the releases from the upstream dams, the time of day, and the number of people to evacuate are all considered before an evacuation is ordered. There is no way to predetermine how all the facts will combine in any given storm or rainy season to provide hard and fast levels for evacuation. Evacuation decisions are always seriously considered and evacuation orders are only issued when absolutely necessary.
DRAFT
13 | P a g e
SLOW RISE FLOOD
EMERGENCY WARNING STAGES
• This plan is meant to address a slow river rise flood situation, which will evolve through a series of stages.
The plan identifies specific activities to reduce risk to life and property during the evolution of a slow river rise emergency which could begin with a minor problem, such as excessive rainfall, and culminate in a catastrophe, such as a major levee break and flooding.
• This entire plan is structured on five stages of emergency response related to the elevation of the Feather River measured at the 5th Street Bridge. The river elevations are intended to be "guides" for declaring the response stages, and may be adjusted according to the rate of rise and other factors. The local Office of Emergency Services will declare response stages based upon a variety of circumstances including weather forecasts, dam releases and levee conditions.
• These warning stages were developed by the National Weather Service. The Department of Water Resources, in contact with the National Weather Service, will indicate and distribute warning stages levels as needed.
Warning Stage I (Watch Stage)
60' and Forecast to Rise
• Warning Stage 1 (Watch Stage) is pre-emergency. River level is at 60' and forecast to rise. The Feather River flows over the banks of the main channel at this elevation. • This situation warrants readiness in government without formally alerting the public. • As the situation develops the Office of Emergency Management (OEM) Manager will evaluate the information and initiate appropriate notification (City Manager, Yuba City Dispatch, Sutter County Administrator and Sutter County Dispatch).
• Key personnel will be notified (All Department Heads, Mayor, and Council). • The OEM Manager will brief the City Manager/County Administrator on river readings and forecast information.
• All City and County Department Heads, and private agencies will confirm all telephone lists. • The County Administrator and City Manager, or designees, will review the readiness of their EOC staff and facilities, verify lines of succession to key positions in the emergency organization, and coordinate operations.
• The City Manager (EOC Director) and County Administrator evaluates the need for, and staffs as necessary, the Public Information Officer position.
• OEM Manager or City Manager (EOC Director), or designee, will notify appropriate private sector agencies of the current situation (BiCounty Ambulance, Recology, Yuba/Sutter Transit, Yuba City Unified School District, Red Cross).
• The City Manager and County Administrator, or their designees, will be responsible for ensuring the above items have been accomplished.
• Once notified, the City Manager and County Administrator shall contact each Department Head to inform them of Warning Stage 1 once a day.
• Each Department Head, or designee, will review and implement Warning Stage 1 activities. • The City Manager and County Administrator may consider staffing ICS positions.
DRAFT
14 | P a g e
Warning Stage II (Warning Stage)
65' and Forecast to Rise
• Warning Stage 2 (Warning Stage) River level is 65' and forecast to rise. • Conditions exist which could result in a flood emergency, such as continuing and excessive rainfall or an unusually rapid snowmelt.
• At Warning Stage 2, the staffing of additional ICS positions will be warranted. • City Manager, or designee, shall evaluate the need to activate a Level III EOC and fill the Operations Section Chief position and Logistics Section Chief position of the EOC. • The City Manager and County Administrator, or designees, will be notified of upgrade to Warning Stage
2. Once notified of Warning Stage 2 condition, the City Manager and County Administrator or designees will notify all department heads.
• Department will review Emergency Operations Plan and ensure department readiness including procedures for alerting and mobilizing emergency organizations. • Each department head or designee will review and implement Warning Stage II activities. • If not already staffed, fill the Public Information Officer position, which will answer public inquiries and advise news media of situation.
• The Operations Chief, or designee, will check with mass care centers for readiness (Operations Chief may consider staffing the Care and Shelter Branch) and contact Red Cross. • The Operations Chief shall ensure of the availability and readiness of regular and auxiliary equipment and personnel (Operations Chief may consider staffing the Public Works, Fire, Law, and Medical Branches and this time.).
• Department Heads or designees will advise emergency personnel to provide for safety of their families. • The EOC Director, through the Liaison Officer, should contact the Superintendent of the Yuba City Unified School District and the Sutter County Superintendent of Schools of further closures, including private schools, regarding possible school closures.
• The EOC Director will insure documentation of all flood related events. • The EOC Director with meet with department heads to discuss emergency preparedness. EOC Coordinator will prepare rosters of personnel for operational periods in the EOC. • The City Manager and County Administrator of Yuba City and Sutter County shall convene to evaluate the feasibility of activating one, joint EOC, or to activate individual EOC's. City and County will coordinate their activation of their EOC's.
DRAFT
15 | P a g e
Level III EOC Activation
Warning Stage Ill (Full Alert Stage)
70' and Forecast to Rise
• Warning Stage 3 (Full Alert Stage) River level is 70' and forecast to rise. Flooding is possible, but not probable. Seepage may begin to occur on levees.
• The EOC Director shall evaluate current situation, and consider going to a Level II EOC Activation, which would fill Command and General Staff positions.
• If not previously done, the Logistics Chief will activate the EOC and test equipment for proper operation.
All City/County employees advised to remain in contact with their departments. • The Public Information Officer (PIO) distributes emergency information; advise the public to continue normal activities, to review personal and family readiness plans, and to keep informed of the developing situation by listening to local radio and cable television stations, and to comply with emergency instructions.
• The Liaison Officer shall maintain contact the Superintendent of the Yuba City Unified School District and the Sutter County Superintendent of Schools of further closures, including private schools, regarding possible school closures.
• The City Manager, in conjunction with City and County officials, assesses the need for Disaster Declaration.
• Transfer essential resources and vital documents and records to higher elevations. • Verify that individuals designated as alternates or standby successors of key government offices or positions carry a disasters services worker card.
• The Operations Chief confirms availability of open evacuation routes, through the Law Branch, and the availability of shelters and shelter space, through the Care & Shelter Section, prior to any civilian evacuation.
• The Planning Chief (or Situation Unit Leader), in conjunction with the Fire Branch, shall identify locations of Hazardous Materials storage in threatened areas, and notify the Operations Chief. • The Planning Section Chief should consider developing an Incident Action Plan (IAP) for each operational period.
• Once notified, the City Manager and County Administrator shall contact each of their respective department heads to inform them of the change in Warning Stage status.
DRAFT
16 | P a g e
Level II EOC Activation
Warning Stage IV (Emergency Stage)
75' - 77' and Forecast to Rise
• Warning Stage 4 (Emergency Stage) River level is 75'- 77' and forecast to rise. Flooding is expected in south areas of the County. Boils and seepage are evident along the land side of the levees. • The EOC Director, or designee (Liaison Officer), will contact and request closure of public and private schools. The PIO will notify the public.
• The EOC Director, or designee (PIO), will advise the public of appropriate emergency information (possible evacuation).
• City should consider implementing an Incident Management Team (internally) and request to go into Unified Command with the Department of Water Resources (DWR), Levee District 1, YCPD, YCFD, Sutter County OEM, and SBFCA.
• The Planning Section, in conjunction with Law Branch, Fire Branch, and Medical Branch, will evaluate the need for evacuation of medical facilities and rest homes. Liaison Officer will work with skilled nursing facilities, care and in-home care contacts, and the local medical facilities. • The City Manager (EOC Director) may consider a Disaster Declaration. • The Incident Commander will request mutual aid through the Operational Area Coordinators. Incident Management Team will identify Staging and Check-In locations for Mutual Aid Resources. • The Public Information Officer will advise the news media of situation, and disseminate emergency public information.
• The EOC Director, or designee (Planning Section Chief) will insure that an Incident Action Plan is completed for each operational period.
Warning Stage V (Evacuation Stage)
77' and Forecast to Rise
• Warning Stage 5 (Evacuation Stage) River level is 77' and forecast to rise. This is 3.2' below the maximum design capacity of the levees. This is considered a significant flood threat. • The Unified Incident Commander will receive information and evaluate the need for evacuation warnings and orders, in coordination with EOC.
• If the need for an evacuation warnings and orders is determined, the Incident Commander will notify the appropriate staff.
DRAFT
17 | P a g e
• The Public Information Officer will keep the news media and public informed of this situation; provide information on appropriate actions to be taken.
• The Incident Commander will take steps to assure that all alerted agencies and departments are promptly notified of this new change in conditions.
• EOC Director will consider alternative sites for the EOC facility out of the immediate threat zone. • In the event of evacuation orders being issued, the EOC Director should consider moving to a Level I EOC activation.
Historical Stage/Flow Data from Feather River at 5th Street Bridge In the event of moderate to significant flooding occurs in the Yuba City area, the Incident Management Team (either internal or a State/Federal Incident Management Team deployed through the Master Mutual Aid System) will work closely with the EOC to determine the City’s Goals, Objectives, and Priorities. These will be identified in the Incident Action Plan, which will be developed by the EOC Planning Section Chief for each Operational Period. All Incident Action Plans and Press Releases must be approved by the EOC Director or designee.
DRAFT
18 | P a g e
The following internal City documents will be utilized to assist with EOC, Operational, and Strategic decisionmaking process:
• Emergency Incident Evacuation Plan
• City Evacuation Zones
• Department Continuity of Operations Plans
• City Emergency Management Document Center
o ICS Forms
o Disaster Declarations
o EOC Positions-Responsibilities-Checklists
o Situation Reports and IAP
The continued severity of the Incident will dictate the EOC level of activation. At any time, Department Operations Centers (DOC) may be established to assist with the Operational mitigation of the Incident.
The following standardized evacuation terminology established by the State of California will be utilized when communicating any evacuations or closures.
California Standard Statewide Evacuation Terminology (Cal OES) Evacuation Order: Immediate threat to life. This is a lawful order to leave now. The area is lawfully closed to public access.
Evacuation Warning: Potential threat to life and/or property. Those who require additional time to evacuate, and those with pets and livestock should leave now.
Shelter In Place: Go indoors. Shut and lock doors and windows. Prepare to self-sustain until further notice and/or contacted by emergency personnel for additional direction.
Evacuation Order(s) Lifted: The formal announcement of lifting evacuations in an area currently under evacuation.
Hard Closure: Closed to all traffic except Fire and Law Enforcement.
Soft Closure: Closed to all traffic except Fire, Law Enforcement, and critical Incident resources (i.e. Utility, Caltrans, City/County Roads etc. or those needed to repair or restore infrastructure.) Dam Failure
Hazard Definition
A dam failure is the partial or complete collapse of an impoundment, with the associated downstream flooding.
Flooding of the area below the dam may occur as the result of structural failure of the dam, overtopping, or a seiche. Dam failures are caused by natural and manmade conditions. The list of causes includes earthquake, erosion of the face or foundation, improper siting, structural/design flaws, and prolonged rainfall and flooding.
The primary danger associated with a dam failure is the swift, unpredictable flooding of those areas immediately downstream of the dam.
.
There are three general types of dams: earth and rock fill, concrete arch or hydraulic fill, and concrete gravity.
Each of these types of dams has different failure characteristics. The earth and rock fill dam will fail gradually DRAFT
19 | P a g e
due to erosion of the breach; a flood wave will build gradually to a peak and then decline until the reservoir is empty. A concrete arch or hydraulic fill dam will fail almost instantaneously; with a very rapid build-up to a peak and then a gradual decline. A concrete gravity dam will fail somewhere in between instantaneous and gradual, with corresponding build-up of flood wave.
Local Situation
Dam failure is a natural disaster from two perspectives. First, the inundation from released waters resulting from dam failure is related to naturally occurring floodwaters. Second, a total dam failure would most probably happen as a consequence of the natural disaster triggering the event, such as an earthquake. There is no scale with which to measure dam failure. However, CA DWR Division of Safety of Dams (DSOD) assigns hazard ratings to dams within the State that provides information on the potential impact should a dam fail.
The following two factors are considered when assigning hazard ratings: existing land use and land use controls (zoning) downstream of the dam. Dams are classified in four categories that identify the potential hazard to life and property: Low, Significant, High, and Extremely High. High and Extremely High hazard dams can result and loss of life, thus dams with these classifications are the focus of this risk assessment.
While a dam may fill slowly with runoff from winter storms, a dam break has a very quick speed of onset. The duration of dam failure is generally not long – only as long as it takes to empty the reservoir of water the dam held back. Yuba City would be affected for as long as the flood waters from the dam failure took to drain downstream.
According to the Sutter County Local Hazard Mitigation Plan, Yuba City falls within the inundation areas of:
Extreme High Hazard Dam Inundation Areas
✓ Lake Almanor Dam *
✓ New Bullards Bar Dam **
✓ Oroville Dam
✓ Scotts Flat Dam***
*Requires the assumption that Oroville Dam will fail
**Requires the assumption that Englebright Dam will failure and West Feather River Levee failure ***Requires the assumption of West Feather River Levee failure Sutter County EOP reported by USBR also identifies Yuba City having inundation from a Shasta Dam failure.
DRAFT
20 | P a g e
Estimated Flood Arrival Time to Yuba City (DWR & *YCWA):
Dam Main Channel Flood Wave Total Inundation Time
Oroville 8.6 hours 11.3 hours
New Bullards Bar Dam* 2 hrs 54 mins (Flood Stage) 6 hrs 21 mins (Flood Stage) Englebright 1 hour N/A
Shasta N/A 134 hours
DRAFT
21 | P a g e
Extremely High Hazard Dam Failure Inundation Map of Yuba City (DWR 2020) DRAFT
22 | P a g e
High Hazard Dam Failure Inundation Map of Yuba City (DWR 2020) DRAFT
23 | P a g e
Emergency Response Actions
Notification Process:
As part of each Dam’s Emergency Action Plan, a flow chart for notifications to affected agencies is identified.
In the event of a potential dam failure, Yuba City should receive notification through either the Sutter County Sheriff’s Office or Sutter County Office of Emergency Management. Upon notification to Yuba City, the City Manager will brief the Department Heads.
Potential Failure:
• City Manager in conjunction with the Department Heads, will analyze the following:
o Probability of failure
o Current or expected water levels
o Current inundation study maps
o Time frames from failure to inundation
• City Manager (EOC Director) should consider a Level III EOC Activation based upon the potential threat. • City Manager (EOC Director) will assess the need for a Disaster Declaration. • Public Information Officer should develop Public Information Alerts for distribution. All press releases should be approved by EOC Director or designee.
• Determine if Department’s Continuity of Operations Plans should be implemented • All City and County Department Heads, and private agencies (BiCounty Ambulance, Recology, Yuba/Sutter Transit, Yuba City Unified School District, Red Cross, TIP) will confirm all telephone lists. • Department will review Emergency Operations Plan and ensure department readiness including procedures for alerting and mobilizing emergency organizations. • The Operations Chief, or designee, should check with mass care centers for readiness (Operations Chief may consider staffing the Care and Shelter Branch) and contact Red Cross. • The EOC Director, through the Liaison Officer, should contact the Superintendent of the Yuba City Unified School District and the Sutter County Superintendent of Schools should advise them of the current and projected situation. In addition, request availability of school buses for potential evacuation. • Department Heads should brief their staff on current and projected situation. • City Manager (EOC Director) should consider alternative EOC Facility location outside of the potential inundation area.
• Operations Chief should utilize Emergency Incident Evacuation Plan and City Evacuation Zones to predetermine any evacuation notifications. • Operations Chief should make notifications to the Community Relocation Centers and advise them of the potential use for gathering areas for evacuations.
DRAFT
24 | P a g e
Level III EOC Activation
Dam Failure:
• City Manager in conjunction with the Department Heads will analyze the following:
o Current or expected water levels
o Current inundation study maps
o Time frames from failure to inundation
• City Manager (EOC Director) should consider a Level II EOC Activation based upon the potential threat. • City Manager (EOC Director) will assess the need for a Disaster Declaration. • Under the direction of the EOC Director, the City should issue a statement via our Emergency Notification System (CodeRed) of the current situation.
• The Public Information Officer will keep the news media and public informed of the current situation; provide information on appropriate actions to be taken. All press releases should be approved by EOC Director or designee.
• City should consider implementing an Incident Management Team (internally) and request to go into Unified Command with the Department of Water Resources (DWR), Levee District 1, YCPD, YCFD, Sutter County OEM, and SBFCA. An Incident Command Post should be established. • Request Mutual Aid Assistance through the Mater Mutual Aid System. If necessary, request an Incident Management Team from Cal OES.
• The Unified Incident Commander will receive information and evaluate the need for evacuation warnings and orders, in coordination with EOC. Incident Management Team (IMT) should utilize the Emergency Incident Evacuation Plan and City Evacuation Zones to determine appropriate evacuation notifications. • If Evacuation Orders or Warnings are being given, the Operations Chief of the EOC shall establish Emergency Shelter Locations with Red Cross outside of the potential hazard area. • The Unified Incident Commander should utilize pre-existing Community Relocation Centers as gathering points for individuals under an evacuation order or warning, and do not have the ability to leave on their own devices. Buses should be utilized to transport those individuals to established emergency shelter locations.
• City Staff should be notified of the current and projected status by their Department Head. • Determine if Department’s Continuity of Operations Plans should be implemented. • The Liaison Officer, shall contact all private agencies (BiCounty Ambulance, Recology, Yuba/Sutter Transit, Yuba City Unified School District, Red Cross, TIP) advise them of the current and projected status. In addition, request access of transient or school buses for potential evacuation. • Department will review Emergency Operations Plan and ensure department readiness including procedures for alerting and mobilizing emergency organizations.
DRAFT
25 | P a g e
• City Manager (EOC Director) should use an alternative EOC Facility location outside of the potential inundation area. In the event this is needed, the EOC Director should consider a Level I EOC activation at this alternative site.
• Planning Section Chief shall coordinate the development of an Incident Action Plan for each Operational Period.
• The EOC Director, or designee, will take steps to assure that all alerted agencies and departments are promptly notified of any new change in conditions.
Level II EOC Activation
DRAFT
26 | P a g e
In the event of a serious dam failure, the Incident Management Team (either internal or a State/Federal Incident Management Team deployed through the Master Mutual Aid System) will work closely with the EOC to determine the City’s Goals, Objectives, and Priorities. These will be identified in the Incident Action Plan, which will be developed by the EOC Planning Section Chief for each Operational Period The following internal City documents will be utilized to assist with EOC, Operational, and Strategic decisionmaking process:
• Emergency Incident Evacuation Plan
• City Evacuation Zones
• Department Continuity of Operations Plans
• City Emergency Management Document Center
o ICS Forms
o Disaster Declarations
o EOC Positions-Responsibilities-Checklists
o Situation Reports and IAP
The continued severity of the Incident will dictate the EOC level of activation. At any time, Department Operations Centers (DOC) may be established to assist with the Operational mitigation of the Incident.
The following standardized evacuation terminology established by the State of California will be utilized when communicating any evacuations or closures.
California Standard Statewide Evacuation Terminology (Cal OES) Evacuation Order: Immediate threat to life. This is a lawful order to leave now. The area is lawfully closed to public access.
Evacuation Warning: Potential threat to life and/or property. Those who require additional time to evacuate, and those with pets and livestock should leave now.
Shelter In Place: Go indoors. Shut and lock doors and windows. Prepare to self-sustain until further notice and/or contacted by emergency personnel for additional direction.
Evacuation Order(s) Lifted: The formal announcement of lifting evacuations in an area currently under evacuation.
Hard Closure: Closed to all traffic except Fire and Law Enforcement.
Soft Closure: Closed to all traffic except Fire, Law Enforcement, and critical Incident resources (i.e. Utility, Caltrans, City/County Roads etc. or those needed to repair or restore infrastructure.) Wildfire
Hazard Definition
A wildfire is an uncontrolled fire spreading through vegetative fuels, posing danger and destruction to life and property. Wildfires can occur in undeveloped areas and spread to urban areas where structures and other human development are more concentrated.
DRAFT
27 | P a g e
To describe an area where urban development has been located in proximity to open space, or wildland areas, the term, “urban-wildland interface” is commonly used. The most common type of urban wildland interface results when development occurs immediately adjacent to wildland vegetation. Other interface conditions can be created when urban development is intermixed with wildland vegetation, or when pockets of wildland vegetation occur inside developed areas.
Local Situation
Wildfire can affect all areas of the City. CAL FIRE has estimated that the risk varies across the City and has created maps showing risk variance. The below map shows the CAL FIRE Fire Hazard Severity Zone (FHSZ) in the City. Yuba City is mostly urbanized, with small areas of moderate wildfire risk. Wildfire threat within the City is generally low, with areas of moderate risk in the river bottoms and near waterways in the City. Due to the limited open space or wildland areas, the greatest potential damage from a wildfire is a conflagration of fire from structure to structure due to direct flame impingement, radiant heat, or ember cast. This would most likely occur during a high wind event during spring, summer, or fall that falls into the National Weather Service as a Red Flag event or Particularly Dangerous Situation event.
Yuba City Fire Department is responsible for fire and rescue services for the CSA-G area that fall outside the Yuba City limits. The CSA-G outside of the urban area consists of open space and agricultural land, which has the potential enhanced wildfire threat.
Due to Yuba City’s location in the Central Valley, it is surrounded by a number of Counties that have large areas for extreme fire potential. The large fires, could and have, affected Yuba City in regards to hazardous air quality due to smoke from these fires. The air quality conditions 2018 (Camp Fire) and 2020 (Bear Fire) placed Yuba City in an unhealthy category.
DRAFT
28 | P a g e
CALFire Fire Hazard Severity Zone (LHMP)
Emergency Response Actions
In an effort to prepare for wildfire potential, the Fire Chief, or designee, will routinely monitor the following criteria through Geographic Area Coordination Centers-Predicted Services and the National Weather Service:
• Fuel Moisture Levels
• Fuel Loading
• Heat Advisories
• High-Wind Advisories
• Red Flag Events
• Particularly Dangerous Situation Events
DRAFT
29 | P a g e
All known National Weather Service (NWS) alerts for weather Warning or Advisory are posted on the Yuba City Fire Department’s website.
In the event of wildfire or conflagration of structure fires, Yuba City Fire Department (YCFD) will utilize the Incident Command System, and request the appropriate mutual aid resources as part of the Master Mutual Aid system. Depending on the severity of the Incident, YCFD may go into Unified Command with the appropriate agencies and declare an Incident Command Post. In addition, the following actions may be considered by the Unified Incident Command, Fire Chief, or designee, based upon the extent of the fire, structural damage, life threat, risks to other Communities, risks to critical infrastructure, and/or depletion of Public Safety resources:
• Opening a Department Operations Center (DOC).
• Notifications to City Manager, Department Heads, and Elected Officials. • Utilization of the Emergency Notification System (CodeRed). • Law Enforcement, as part of Unified Command, will utilize the Emergency Incident Evacuation Plan and City Evacuation Zones for threatened areas.
• Incident Commander, or City Notifications to possible effected jurisdictions. • The City Manager (EOC Director) may consider a Level III EOC activation. • The Liaison Officer, shall contact all private agencies (BiCounty Ambulance, Recology, Yuba/Sutter Transit, Yuba City Unified School District, Red Cross, TIP) advise them of the current and projected status.
• The Public Information Officer will keep the news media and public informed of the current situation; provide information on appropriate actions to be taken. • Utilization of established Community Relocation Centers. • Utilization of emergency shelter locations.
• Unified Command may request air monitoring through California Air Resource Board (CARB) or Feather River Air Quality Management District(FRAQMD).
Level III EOC Activation
In the event that the wildfire Incident will involve multiple Operational Periods:
• If necessary request a State or Federal Incident Management Team through Cal OES. • The City Manager (EOC Director) should consider a Level II EOC activation. • Planning Section Chief shall coordinate the development of an Incident Action Plan for each Operational Period.
• The City Manager (EOC Director) should consider establishing, a Local Assistance Center (LAC) • The EOC Director or designee will take steps to assure that all alerted agencies and departments are promptly notified of any new change in conditions.
DRAFT
30 | P a g e
Level II EOC Activation
In the event of a serious wildfire, the Incident Management Team (either internal or a State/Federal Incident Management Team deployed through the Master Mutual Aid System) will work closely with the EOC to determine the City’s Goals, Objectives, and Priorities. These will be identified in the Incident Action Plan, which will be developed by the EOC Planning Section Chief for each Operational Period The following internal City documents will be utilized to assist with EOC, Operational, and Strategic decisionmaking process:
• Emergency Incident Evacuation Plan
• City Evacuation Zones
• Department Continuity of Operations Plans
• City Emergency Management Document Center
o ICS Forms
▪ Incident Status Summary (ICS 209)
o Disaster Declarations
o EOC Positions-Responsibilities-Checklists
o Situation Reports and IAP
• Fire Management Assistance Grant (FMAG) – Priority
• Yuba City’s Wildfire Smoke Policy
The continued severity of the Incident will dictate the EOC level of activation. At any time, Department Operations Centers (DOC) may be established to assist with the Operational mitigation of the Incident.
The following standardized evacuation terminology established by the State of California will be utilized when communicating any evacuations or closures.
DRAFT
31 | P a g e
California Standard Statewide Evacuation Terminology (Cal OES) Evacuation Order: Immediate threat to life. This is a lawful order to leave now. The area is lawfully closed to public access.
Evacuation Warning: Potential threat to life and/or property. Those who require additional time to evacuate, and those with pets and livestock should leave now.
Shelter In Place: Go indoors. Shut and lock doors and windows. Prepare to self-sustain until further notice and/or contacted by emergency personnel for additional direction.
Evacuation Order(s) Lifted: The formal announcement of lifting evacuations in an area currently under evacuation.
Hard Closure: Closed to all traffic except Fire and Law Enforcement.
Soft Closure: Closed to all traffic except Fire, Law Enforcement, and critical Incident resources (i.e. Utility, Caltrans, City/County Roads etc. or those needed to repair or restore infrastructure.) Earthquake
Hazard Definition
An earthquake is a sudden, rapid shaking of the ground caused by the breaking and shifting of rock beneath the Earth's surface. For hundreds of millions of years, the forces of plate tectonics have shaped the Earth as the huge plates that form the Earth's surface move slowly over, under, and past each other. Sometimes the movement is gradual.
At other times, the plates are locked together, unable to release the accumulating energy. When the accumulated energy grows strong enough, the plates break free causing the ground to shake. Most earthquakes occur at the boundaries where the plates meet; however, some earthquakes occur in the middle of plates.
Local Situation
Since earthquakes are regional events, the whole of the City is at risk to earthquake. Yuba City and the surrounding area are relatively free from significant seismic and geologic hazards. There are no known or inferred active faults within the City.
The amount of energy released during an earthquake is usually expressed as a magnitude and is measured directly from the earthquake as recorded on seismographs. An earthquake’s magnitude is expressed in whole numbers and decimals (e.g., 6.8). The faults identified in Sutter County include the Quaternary Faults, located in the northern section of the County within the Sutter Buttes, and the Pre-Quaternary Fault, located in the southeastern corner, just east of where Highway 70 enters into the County. Both faults are listed as nonactive faults, but have the potential for seismic activity.
Another measure of earthquake severity is intensity. Intensity is an expression of the amount of shaking at any given location on the ground surface. Seismic shaking is typically the greatest cause of losses to structures during earthquakes. The City is located in an area where few earthquakes of significant magnitude occur, so both magnitude and intensity of earthquakes are expected to remain low. Seismic shaking maps for the area show Sutter County and the City fall within a low to moderate shake risk.
DRAFT
32 | P a g e
Active and Potentially Active Faults (Sutter County General Plan) DRAFT
33 | P a g e
Sutter County Earthquake Shaking Potential (Cal OES)
Emergency Response Actions
In the event of an earthquake felt in Yuba City, Department Heads, or designee, for Fire, Police, and Public Works should attempt to determine severity of damage based upon observations, reconnaissance, emergency call volume, and status reports from critical infrastructure sites.
• City Manager, in conjunction with the Department Heads, will analyze the following:
o Possible extent of the damage
o Potential life threat (Search and Rescue operations)
o Critical infrastructure needs
▪ Water Treatment Plant
▪ Waste Water Treatment Plant
▪ Dispatch Center and Cell Towers
▪ Water Mains
▪ Waste Water Lines
▪ Electrical & Natural Gas Lines
▪ Essential City Facilities
▪ Hospital
▪ Levee
▪ Highways & Bridges
o Potential search and rescue needs
o Potential for hazardous materials releases
DRAFT
34 | P a g e
Minor Damage, Limited/No Life Threat, Minor Infrastructure Damage:
• City Manager (EOC Director) should consider a Level III EOC Activation. • City Manager (EOC Director) will assess the need for a Disaster Declaration. • Public Information Officer should develop Public Information Alerts for distribution. All press releases should be approved by EOC Director or designee.
• Police, Fire, and Public Works may consider opening individual DOCs. • Determine if Department’s Continuity of Operations Plans should be implemented. • The Operations Chief may consider staffing the Care and Shelter Branch and contact Red Cross. • The EOC Director, through the Liaison Officer, should contact the Superintendent of the Yuba City Unified School District and the Sutter County Superintendent of Schools to advise them of the current and projected situation.
• Department Heads should brief their staff on current and projected situation. • Operations Chief should make notifications to the Community Relocation Centers and advise them of the potential use for gathering areas.
Level III EOC Activation
Moderate Damage, Minor Structure Collapse/Moderate Life Threat, or Moderate Infrastructure Damage:
• City Manager (EOC Director) should consider a Level II EOC Activation. • City Manager (EOC Director) will assess the need for a Disaster Declaration. • Under the direction of the EOC Director, the City should issue a statement via our Emergency Notification System (CodeRed) of the current situation. • The Public Information Officer will keep the news media and public informed of the current situation; provide information on appropriate actions to be taken. All press releases should be approved by EOC Director or designee.
• City should consider implementing an Incident Management Team (internally) and request to go into Unified Command with the YCPD, YCFD, Public Works, and Sutter County OEM. An Incident Command Post should be established.
o Potential Search and Rescue Operations should take priority. • Request Mutual Aid Assistance through the Mater Mutual Aid System. If necessary, request an Incident Management Team from Cal OES.
• The Operations Chief shall establish Emergency Shelter Locations with Red Cross for displaced individuals due structural damage.
DRAFT
35 | P a g e
• Operations Chief should make notifications to the Community Relocation Centers and advise them of the potential use for gathering areas.
• City Staff should be notified of the current and projected status by their Department Head. • Determine if Department’s Continuity of Operations Plans should be implemented. • The Liaison Officer, shall contact all private agencies (BiCounty Ambulance, Recology, Yuba/Sutter Transit, Yuba City Unified School District, Red Cross, TIP) and advise them of the current and projected status.
• City Departments will review Emergency Operations Plan and ensure departmental readiness including procedures for alerting and mobilizing emergency organizations. • Planning Section Chief shall coordinate the development of an Incident Action Plan for each Operational Period.
• The Operations Chief, through the Law Branch, may consider a City curfew. • The EOC Director, or designee, will take steps to assure that all alerted agencies and departments are promptly notified of any new change in conditions.
Level II EOC Activation
Major Damage, Minor Structure Collapse/Moderate Life Threat, or Moderate Infrastructure Damage:
• City Manager (EOC Director) should consider a Level I EOC Activation. • City Manager (EOC Director) should the need for a Disaster Declaration. • Under the direction of the EOC Director, the City should issue a statement via our Emergency Notification System (CodeRed) of the current situation. • The Public Information Officer will keep the news media and public informed of the current situation; provide information on appropriate actions to be taken. All press releases should be approved by EOC Director or designee.
• City shall implement an Incident Management Team (internally) and establish Unified Command with the YCPD, YCFD, Public Works, and Sutter County OEM. An Incident Command Post shall be established.
o Potential Search and Rescue Operations should take priority DRAFT
36 | P a g e
• Request Mutual Aid Assistance through the Mater Mutual Aid System. If necessary, request an Incident Management Team from Cal OES.
o Priority request for Urban Search and Rescue Teams (USAR) and National Guard Heavy Equipment.
• The Operations Chief shall establish Emergency Shelter Locations with Red Cross for displaced individuals due structural damage.
• The Logistics Chief shall establish Staging and Check-In locations/facilities for Mutual Aid Agencies. • Operations Chief should make notifications to the Community Relocation Centers and advise them of the potential use for gathering areas.
• City Staff should be notified of the current and projected situation by their Department Head. • Department’s Continuity of Operations Plans should be implemented. • The Liaison Officer, shall contact all private agencies (BiCounty Ambulance, Recology, Yuba/Sutter Transit, Yuba City Unified School District, Red Cross, TIP) advise them of the current and projected situation.
• City Departments will review Emergency Operations Plan and ensure departmental readiness including procedures for alerting and mobilizing emergency organizations. • Planning Section Chief shall coordinate the development of an Incident Action Plan for each Operational Period.
• The Operations Chief, through the Law Branch, should consider a City curfew. • Through the EOC, a Local Assistance Center (LAC), should be established. • The EOC Director, or designee, will take steps to assure that all alerted agencies and departments are promptly notified of any new change in conditions.
DRAFT
37 | P a g e
In the event of a serious earthquake, the Incident Management Team (either internal or a State/Federal Incident Management Team deployed through the Master Mutual Aid System) will work closely with the EOC to determine the City’s Goals, Objectives, and Priorities. These will be identified in the Incident Action Plan, which will be developed by the EOC Planning Section Chief for each Operational Period The continued severity of the Incident will dictate the EOC level of activation. At any time, Department Operations Centers (DOC) may be established to assist with the Operational mitigation of the Incident.
The following internal City documents will be utilized to assist with EOC, Operational, and Strategic decisionmaking process:
• Emergency Incident Evacuation Plan
• City Evacuation Zones
• Department Continuity of Operations Plans
• City Emergency Management Document Center
o ICS Forms
▪ Incident Status Summary (ICS 209)
o Disaster Declarations
o EOC Positions-Responsibilities-Checklists
o Situation Reports and IAP
The following standardized evacuation terminology established by the State of California will be utilized when communicating any evacuations or closures.
California Standard Statewide Evacuation Terminology (Cal OES) Evacuation Order: Immediate threat to life. This is a lawful order to leave now. The area is lawfully closed to public access.
Evacuation Warning: Potential threat to life and/or property. Those who require additional time to evacuate, and those with pets and livestock should leave now.
Shelter In Place: Go indoors. Shut and lock doors and windows. Prepare to self-sustain until further notice and/or contacted by emergency personnel for additional direction.
Evacuation Order(s) Lifted: The formal announcement of lifting evacuations in an area currently under evacuation.
Hard Closure: Closed to all traffic except Fire and Law Enforcement.
Soft Closure: Closed to all traffic except Fire, Law Enforcement, and critical Incident resources (i.e. Utility, Caltrans, City/County Roads etc. or those needed to repair or restore infrastructure.) DRAFT
38 | P a g e
Volcano
Hazard Definition
Volcanic eruptions are characterized by a number of different behaviors. Some eruptions involve the slow and non-violent release of molten lava from fissures in the ground over a hot spot in the earth’s mantle. Other eruptions are more radical, resulting in the explosive release of molten rock (tephra), ash, and toxic gases.
Additional eruptive traits include area seismic activity, lava bombs, landslides, subsidence, peculiar localized weather phenomenon, and plume dominated columns that can project debris for hundreds of miles.
Local Situation
Yuba City is located approximately 93 miles south of Mount Lassen, which is the southernmost volcano in the Cascade Range. There are numerous active volcanoes in the Cascades, including Mount Shasta in California and several others in Oregon and Washington. Mount Lassen last erupted in the period between 1914 and 1921; this period of volcanic activity included steam and ash eruptions as well as a small lava flow. Like the other volcanoes in the Cascades, Mount Lassen and Mount Shasta are considered dormant, which means that it is not currently erupting, but is expected to erupt again in the future. Mount Lassen has erupted at least seven times within the past 1,200 years. Sutter Buttes is an extinct volcano located 11 miles northwest of Yuba City, with the last eruption occurring 1.6 to 1.4 million years ago. The Sutter Buttes is part of the volcanoes in the Coast Ranges.
On the basis of its behavior in the past 10,000 years, Mount Shasta is not likely to erupt large volumes of ash in the near future. The distribution of tephra and prevailing wind directions suggest that areas most likely to be affected by tephra are mainly east and within about 50 km (30 miles) of the summit of the volcano.
It has been suggested that, because it is a long-lived volcanic center and has erupted only relatively small volumes of magma for several thousand years, Mount Shasta is the most likely Cascade Range volcano to produce an explosive eruption of very large volume. Such an event could produce tephra deposits as extensive and as thick as the Mazama ash and pyroclastic flows that could reach more than 50 km (30 miles) from the vent. The annual probability for such a large event may be no greater than 10-5, but it is finite.
Mount Shasta Volcano Hazard Zone (USGS)
The areas of highest hazard in the region of Lassen Volcanic National Park are those that could potentially be affected by pyroclastic flows and mudflows. These areas are those in the immediate vicinity and downhill from likely eruption
sites. Fallout of ash will
affect areas downwind
at the time of an
eruption. Within the
hazard zones, relative
hazard is gradational,
decreasing away from
the location of
potential vents.
DRAFT
39 | P a g e
Mount Lassen Volcano Hazard Zone (USGS)
Emergency Response Actions
In the event of volcano eruption in Northern California or Southern Oregon, the City Manager and Department Heads, or designee, should attempt to determine severity of the situation and potential impact to Yuba City based upon briefings from Cal OES.
No Tephra, No Toxic Gases, No anticipated Ash accumulation:
• City Manager and Fire Chief, or designee, will monitor current conditions and expected weather patterns.
No Tephra, No Toxic Gases, Mild/Moderate Ash Accumulation:
• City Manager (EOC Director) should consider a Level II EOC Activation. • City Manager (EOC Director) will assess the need for a Disaster Declaration. • Under the direction of the EOC Director, the City should issue a statement via our Emergency Notification System (CodeRed) of the current situation. • The Public Information Officer will keep the news media and public informed of the current situation; provide information on appropriate actions to be taken. All press releases should be approved by EOC Director or designee.
• City should consider implementing an Incident Management Team (internally) and request to go into Unified Command with the YCPD, YCFD, Public Works, and Sutter County OEM. An Incident Command Post should be established.
• Request Mutual Aid Assistance through the Mater Mutual Aid System. If necessary, request an Incident Management Team from Cal OES.
DRAFT
40 | P a g e
• The Operations Chief may consider establishing Emergency Shelter Locations with Red Cross for displaced individuals due to ash accumulation.
• City Staff should be notified of the current and projected status by their Department Head. • Determine if Department’s Continuity of Operations Plans should be implemented. • The Liaison Officer, shall contact all private agencies (BiCounty Ambulance, Recology, Yuba/Sutter Transit, Yuba City Unified School District, Red Cross, TIP) and advise them of the current and projected situation.
• City Departments will review Emergency Operations Plan and ensure departmental readiness including procedures for alerting and mobilizing emergency organizations. • The EOC Director, or designee, will take steps to assure that all alerted agencies and departments are promptly notified of any new change in conditions.
Level II EOC Activation
Tephra, Toxic Gases, Mild/Moderate Ash Accumulation:
• City Manager (EOC Director) should consider a Level I EOC Activation based upon the potential threat (outside of the immediate threat zone).
• City Manager (EOC Director) should consider the need for a Disaster Declaration. • Under the direction of the EOC Director, the City should issue a statement via our Emergency Notification System (CodeRed) of the current situation. • The Public Information Officer will keep the news media and public informed of the current situation; provide information on appropriate actions to be taken. All press releases should be approved by EOC Director or designee.
• City should implement an Incident Management Team (internally) and request to go into Unified Command with the YCPD, YCFD, and Sutter County OEM. An Incident Command Post should be established.
• Request Mutual Aid Assistance through the Mater Mutual Aid System. If necessary, request an Incident Management Team from Cal OES.
DRAFT
41 | P a g e
• The Unified Incident Commander will receive information and evaluate the need for evacuation warnings and orders. Incident Management Team (IMT) should utilize Emergency Incident Evacuation Plan and City Evacuation Zones to determine appropriate evacuation notifications. • If Evacuation Orders or Warnings are being given, the Operations Chief, through the Care & Shelter Branch, shall establish Emergency Shelter Locations with Red Cross outside of the potential hazard area.
• The Unified Incident Commander should utilize pre-existing Community Relocation Centers as gathering points for individuals under an evacuation order or warning, and do not have the ability to leave on their own devices. Buses should be utilized to transport those individuals to established emergency shelter locations.
• City Staff should be notified of the current and projected situation by their Department Head. • Determine if Department’s Continuity of Operations Plans should be implemented. • The Liaison Officer, shall contact all private agencies (BiCounty Ambulance, Recology, Yuba/Sutter Transit, Yuba City Unified School District, Red Cross, TIP) and advise them of the current and projected situation.
• City Departments will review Emergency Operations Plan and ensure departmental readiness including procedures for alerting and mobilizing emergency organizations. • The EOC Director, through the Liaison Officer, should contact the Superintendent of the Yuba City Unified School District and the Sutter County Superintendent of Schools should advise them of the current and projected situation. In addition, request access of school buses for potential evacuation. • City Manager (EOC Director) should use an alternative EOC Facility location outside of the potential hazard area.
• Planning Section Chief shall coordinate the development of an Incident Action Plan for each Operational Period.
• The EOC Director, or designee, will take steps to assure that all alerted agencies are promptly notified of any new change in conditions.
DRAFT
42 | P a g e
In the event of a serious volcano eruption, the Incident Management Team (either internal or a State/Federal Incident Management Team deployed through the Master Mutual Aid System) will work closely with the EOC to determine the City’s Goals, Objectives, and Priorities. These will be identified in the Incident Action Plan, which will be developed by the EOC Planning Section Chief for each Operational Period The following internal City documents will be utilized to assist with EOC, Operational, and Strategic decisionmaking process:
• Emergency Incident Evacuation Plan
• City Evacuation Zones
• Department Continuity of Operations Plans
• City Emergency Management Document Center
o ICS Forms
▪ Incident Status Summary (ICS 209)
o Disaster Declarations
o EOC Positions-Responsibilities-Checklists
o Situation Reports and IAP
• Yuba City’s Wildfire Smoke Policy
The continued severity of the Incident will dictate the EOC level of activation. At any time, Department Operations Centers (DOC) may be established to assist with the Operational mitigation of the Incident.
The following standardized evacuation terminology established by the State of California will be utilized when communicating any evacuations or closures.
California Standard Statewide Evacuation Terminology (Cal OES) Evacuation Order: Immediate threat to life. This is a lawful order to leave now. The area is lawfully closed to public access.
Evacuation Warning: Potential threat to life and/or property. Those who require additional time to evacuate, and those with pets and livestock should leave now.
Shelter In Place: Go indoors. Shut and lock doors and windows. Prepare to self-sustain until further notice and/or contacted by emergency personnel for additional direction.
Evacuation Order(s) Lifted: The formal announcement of lifting evacuations in an area currently under evacuation.
Hard Closure: Closed to all traffic except Fire and Law Enforcement.
Soft Closure: Closed to all traffic except Fire, Law Enforcement, and critical Incident resources (i.e. Utility, Caltrans, City/County Roads etc. or those needed to repair or restore infrastructure.) DRAFT
43 | P a g e
Hazardous Materials Incidents
Hazard Definition
Hazardous materials (Hazmat) consist of substances that by their nature, lack of containment, and reactivity, have the capability for inflicting harm. Hazmat poses a threat to health and the environment when improperly managed. Hazmat can be toxic, corrosive, flammable, explosive, reactive, an irritant, or a strong sensitizer.
Hazmat substances also include certain infectious agents, radiological materials, oxiders, oil, used oil, petroleum products, and industrial solid waste substances.
Hazardous material incidents are one of the most common technological threats to public health and the environment. Incidents may occur as the result of natural disasters, human error, and/or accident. The types of hazmat incidents that can occur and the resulting impact are:
Spill or Release
Immediate threat from any hazardous materials release into the atmosphere is from exposure to toxic vapors, gases, liquids and solids. Even a small release of a hazardous substance can have devastating effects on those who are exposed. A release may result in requiring City residents and businesses to take protective actions such as evacuation or shelter in place.
The secondary risk is to the environment. Unchecked exposure can lead to contamination of the air, ground and subsurface water sources, soil and affect the health of wildlife. Large spills can contaminate drinking water supplies that may affect entire communities, especially in rivers, underground aquifers or reservoirs.
Fire
When hazardous materials burn, toxic chemicals are often present in the smoke. The greatest danger is from inhalation, but eye damage and absorption through the skin can also be a problem. Firefighting can be quite difficult. Large hazardous materials fires are mainly a hazard in and around industrial areas, although smoke and vapor plumes can travel for miles.
Explosion
The major threats from an explosion involving hazardous materials are from falling objects and flying debris, thermal exposure, released contaminants, and over pressure during detonation. Like hazardous materials fires, explosions are mainly a hazard in and around industrial areas, and along ground or marine transportation corridors.
Local Situation
There are several possible sources for hazardous materials incident in Yuba City, including the transportation of hazardous or toxic chemical through Yuba City, industries and fixed facilities that use or produce hazardous chemicals, underground pipelines, commercial and military aviation routes, clandestine dumping/labs, asbestos, and household hazardous waste.
Transportation-related Hazards:
State Highways 99 and 20 crosses through the City and both are major trucking routes that carry commercial vehicles transporting hazardous materials such as petroleum products, industrial wastes, toxic gases and agricultural chemicals.
Union Pacific owns and operates rail lines that runs parallel to the Feather River levee and alongside Live Oak Boulevard, crossing over the river near Northgate Drive. These lines operate freight trains from Union Pacific and Burlington Northern Santa Fe (BNSF), carrying petroleum products, industrial chemicals, and toxic wastes. Some examples of commonly found hazardous materials being transported by rail include crude oil, sulfuric acid, chlorine, and radioactive wastes.
DRAFT
44 | P a g e
Fixed facilities/Industry
Common facilities that are known to either manufacture, warehouse and/or process toxic chemicals and/or which generate hazardous waste materials include:
875 North Walton Avenue - Calpine Yuba City Energy Center Operates by burning natural gas to create electricity. High volume and high pressure of natural gas may be found at this location.
700 Jones Street - California cold logistics
Anhydrous ammonia may be found in large quantities at this site for use in refrigeration process. 1612 Starr Drive - Stericycle
Specializes in the collection, transportation, treatment, pickup and disposal of biohazardous medical waste, pharmaceutical waste, sharps, and COVID-19 waste. 900 North George Washington Boulevard - Wilbur-Ellis Company Agricultural supply company that stores large amounts of fertilizers and/or pesticides (i.e. Aqueous ammonia).
765 Sutter Street- Amerigas
Large quantities of Liquified Petroleum Gas.
701 Northgate Drive – Yuba City Water Treatment Plant
Large quantity of Chlorine stored and utilized.
302 Burns Drive – Yuba City Wastewater Treatment Plant
Large quantity of Chlorine stored and used.
421 C Strett Gauche Aquatic Park
Large quantity of Chlorine stored and used
Agricultural fields/Orchards
Varying degree and quantities of fertilizer such as ammonia and other agricultural chemicals and pesticides are widely used in the many orchards and agricultural fields found in Yuba City.
Pipelines
Pacific, Gas and Electric (PG&E) owns and operates natural gas transmission pipelines that run underground throughout the City. PG&E defines transmission pipelines as generally larger and operating at a higher pressure than distribution pipelines. This pressure is roughly 60 pounds per square inch gauge (psig).
Transmission pipelines move natural gas from compressor stations and storage facilities to regulators.
Regulators reduce the pressure before delivering to PG&E’s distribution system. The distribution system feeds the smaller lines that deliver natural gas to a business or home.
Commercial and Military Aviation routes?
Direct paths of commercial flights to and from Sacramento International Airport. Proximity to Beale AFB and military training exercises or operations.
Clandestine dumping/Clandestine Drug labs
Clandestine dumping is the criminal act of disposing of toxic materials and hazardous waste products on public or private property. As the costs and restrictions increase for legitimate hazardous waste disposal sites, it can be anticipated that illegal dumping of hazardous materials will increase.
DRAFT
45 | P a g e
The unpopulated industrial areas of Yuba City, the Feather River and its adjacent wooded river’s edge, and the numerous undeveloped or vacant lots in Yuba City provide ample opportunity for illicit dumping of toxic materials and wastes.
Asbestos
Age and era of commercial and residential buildings and construction practices may have presence of asbestos.
Household Hazardous Waste
A facility for collection and proper disposal of household hazardous waste for residents in Yuba City is located 134 Burns Drive.
Hazardous Materials Incident Response
The Yuba City Fire Department (YCFD) is responsible for responding to all hazardous materials incidents in Yuba City. The YCFD have personnel trained as hazardous materials technicians and specialists assigned to 5 Fire Stations throughout the City as well as a special HazMat Unit (HM 31) from the California Office of Emergency Services Regional Hazardous Materials Program. This unit is located at Fire Station 4 on 150 Ohleyer Road and shares staffing with trained personnel from the YCFD HazMat team and other qualified members from the joint Yuba-Sutter Hazardous Materials Response Team (YSHMRT). The regional team is formed through members from YCFD, Sutter County Fire Department, Sutter County Certified Unified Program Agency (CUPA) Marysville Fire Department, Linda Fire Protection District, Beale AFB Fire Department, Wheatland Fire Authority, and Yuba County CUPA.
Hazardous Materials incidents within Yuba City are classified into 3 levels:
Level 1:
a. Requires at least one HazMat Specialist.
b. Known substance including drug lab waste.
c. Minor leaks/spills from 55 gallon or less container(s). d. Evacuations limited to a single building or intersection. e. No Injuries.
Standard Response – Code 2
a. One Engine.
b. Closest HazMat Specialist.
Level 2:
a. Requires at least four HazMat Specialist.
b. Highly hazardous known substances or unknown substances. c. Leaks/spills from numerous small containers or single containers over 55 gallons. d. Evacuations involving large facilities or a city block. e. Critical populations affected, such as schools, etc.
Standard Response – Code 3
a. One Engine and one ambulance.
b. After arrival and confirmation of Level 2, need a minimum of four HazMat Specialists. c. Depending on needs:
1. Request additional on-duty HazMat Specialists.
2. Request off duty HazMat Specialists.
DRAFT
46 | P a g e
3. Request Yuba Sutter Hazardous Materials Response Team.
4. Notifications to City Manager.
5. City may implement an Incident Management Team (internally) and request to go into Unified Command with the YCPD, YCFD, and YC Public Works. An Incident Command Post should be established.
6. The IMT will keep the news media and public informed of the current situation and provide information on appropriate actions to be taken.
Level 3:
a. Requires one or more HazMat teams.
b. Highly hazardous known substances or unknown substances. c. Leaks/spills from one or more large containers, such as tank cars. d. Large scale evacuations of a long duration.
e. Critical populations affected, such as schools, etc. f. Resource needs exceed the capabilities of local government.
Standard Response – Code 3
a. Two Engines and one ambulance.
b. After arrival and confirmation of Level 3, need a minimum of six HazMat Specialists, one of which should be an officer.
c. Notify Fire Chief.
d. Depending on needs:
1. Request additional on-duty HazMat Specialists.
2. Request off-duty HazMat Specialists.
3. Request Yuba Sutter Hazardous Materials Response Team.
4. Request Butte County HazMat Unit.
5. Notifications to City Manager. City Manager may consider a Level III or II EOC activation, based upon effected population and scale of possible evacuations.
6. City should implement an Incident Management Team (internally) and request to go into Unified Command with the YCPD, YCFD, YC Public Works, and Environmental Health. An Incident Command Post should be established.
7. Shelter In Place Orders may be given priority to limit exposure to the population.
8. The Public Information Officer will keep the news media and public informed of the current situation and provide information on appropriate actions to be taken.
9. The EOC Director, through the Liaison Officer, should contact the Superintendent of the Yuba City Unified School District and the Sutter County Superintendent of Schools should advise them of the current and projected situation. In addition, request access of school buses for potential evacuation.
10. Department Operations Center (DOC) may be established.
11. Determine if Department’s Continuity of Operations Plans should be implemented.
DRAFT
47 | P a g e
Level II EOC Activation
Yuba City Dispatch coordinates the initial response to calls for hazardous materials incident in the City. The Incident Commander along with members from the Hazardous Materials Team may work together at a Hazardous Materials incident to determine the need to activate the YSHMRT response. The individual tasked with activating the YSHMRT will utilize the following information:
ACTIVATION NUMBER:
Hazmat Duty Officer:
** (530) 634-7661**
Back up Duty Officer:
(530) 634-7662
Be prepared to answer the following questions:
• Incident name and jurisdiction.
• Incident Commander’s name and agency.
• Command and tactical frequencies.
• Known chemical substance or container.
• Reporting location and travel route.
• Any specialty equipment needed. The HazMat Duty Officer will contact Yuba County Dispatch to initiate notifications to YSHMRT members via the “Code Red” program.
The Hazardous Materials Team does not conduct clean-up of a hazardous materials release. Hazardous materials clean-up is performed under private contract and comes at the cost of the responsible party. The responsible party will ensure proper clean-up of the product or assure that a qualified licensed contractor clean and properly dispose of the hazardous product.
In the event of a serious hazardous materials incident, the Incident Management Team (either internal or a State/Federal Incident Management Team deployed through the Master Mutual Aid System) will work closely with the EOC to determine the City’s Goals, Objectives, and Priorities. These will be identified in the Incident Action Plan, which will be developed by the EOC Planning Section Chief for each Operational Period DRAFT
48 | P a g e
The following internal City documents will be utilized to assist with EOC, Operational, and Strategic decisionmaking process:
• Emergency Incident Evacuation Plan
• City Evacuation Zones
• Department Continuity of Operations Plans
• City Emergency Management Document Center
o ICS Forms
▪ Medical Plan (ICS 206)
▪ Safety Message/Plan (ICS 208)
▪ Incident Status Summary (ICS 209)
▪ Incident Action Plan Safety Analysis (ICS 215A)
o Disaster Declarations
o EOC Positions-Responsibilities-Checklists
o Situation Reports and IAP
• Yuba City’s Wildfire Smoke Policy
The continued severity of the Incident will dictate the EOC level of activation. At any time, Department Operations Centers (DOC) may be established to assist with the Operational mitigation of the Incident.
The following standardized evacuation terminology established by the State of California will be utilized when communicating any evacuations or closures.
California Standard Statewide Evacuation Terminology (Cal OES) Evacuation Order: Immediate threat to life. This is a lawful order to leave now. The area is lawfully closed to public access.
Evacuation Warning: Potential threat to life and/or property. Those who require additional time to evacuate, and those with pets and livestock should leave now.
Shelter In Place: Go indoors. Shut and lock doors and windows. Prepare to self-sustain until further notice and/or contacted by emergency personnel for additional direction.
Evacuation Order(s) Lifted: The formal announcement of lifting evacuations in an area currently under evacuation.
Hard Closure: Closed to all traffic except Fire and Law Enforcement.
Soft Closure: Closed to all traffic except Fire, Law Enforcement, and critical Incident resources (i.e. Utility, Caltrans, City/County Roads etc. or those needed to repair or restore infrastructure.) Natural Occurring Biological Threats
Hazard Definition
Public health-related hazards may be the result of a naturally occurring event or terrorism. Key hazards of concern to Sutter County are West Nile Virus (WNV), Avian Influenza (Bird Flu) and Avian Influenza A (H5N1), Swine Influenza (H1N1), Bovine Spongiform Encephalopathy (BSE, "mad cow disease"), Botulism, DRAFT
49 | P a g e
Campylobacter jejuni, Canine Distemper, E. coli, Exotic Newcastle Disease, Hantavirus, Hepatitis A, Lyme Disease, Monkeypox, Norwalk Virus, Plague, Salmonella, SARS, Shigella (dysentery), and Tularemia.
Local Situation
Overall, Yuba City’s exposure (probability) to these threats ranges from Low to High. There is no scientific scale to measure the magnitude of a pandemic. Pandemics are usually measured in number of people affected by the pandemic, and by the number of people who die from complications.
The 20th century saw three outbreaks of pandemic.
• The 1918-1919 Influenza Pandemic
• The February 1957-1958 Influenza Pandemic
• The 1968 Influenza Pandemic
To date, the 21st century has seen two acknowledged pandemics. • 2009 Swine Flu (H1N1)
• 2019/2020 COVID-19
Emergency Response Actions
Yuba City’s response will be evaluated by utilizing the threat levels and guidance from the following sources:
• World Health Organization
• Centers for Disease Control and Prevention
• California Department of Public Health
• Sutter County Public Health
In the event one or more of the above sources declares an emerging threat as a health emergency and has the potential to affect a significant portion of Sutter County, Yuba City may implement the following:
• City Manager (EOC Director), in conjunction with the Department Heads will complete a jurisdictional risk assessment:
o Possible threat to City employees.
o Possible threat to vulnerable populations of the City. o Possible threat to the Yuba City population.
o Possible threat to essential City services.
o Possible threat to City services as a whole.
o Possible threat to economic stability.
• City Manager (EOC Director) may consider a Level III or Level II EOC Activation. • City Manager (EOC Director) will assess the need for a Disaster Declaration. • Public Information Officer should develop Public Information Alerts for distribution. All press releases should be approved by EOC Director or designee.
• Police, Fire, and Public Works may consider opening individual DOCs. • Determine if Department’s Continuity of Operations Plans should be implemented. • Department Heads should brief their staff on current and projected situation. • Logistics Section Chief will identify and attempt to secure essential personnel protective equipment for City Staff.
• Operations Section Chief will work with Sutter County Public Health and identify the medical branch as a Closed Point of Dispensing (POD).
DRAFT
50 | P a g e
• Operations Section Chief will initiate medical counter measure (MCM) dispensing strategies. • Planning Section Chief should provide Situational Status Reports.
Level II EOC Activation
In the event of a serious natural occurring biological threat, the DOC or EOC will determine the City’s Goals, Objectives, and Priorities. These will be identified in the Incident Action Plan, which will be developed by the EOC Planning Section Chief for each Operational Period.
The following internal City documents will be utilized to assist with EOC, Operational, and Strategic decisionmaking process:
• Department Continuity of Operations Plans
• City Emergency Management Document Center
o ICS Forms
▪ Safety Message/Plan (ICS 208)
▪ Activity Log (ICS 214)
o Disaster Declarations
o EOC Positions-Responsibilities-Checklists
o Situation Reports and IAP
The continued severity of the Incident will dictate the EOC level of activation. At any time, Department Operations Centers (DOC) may be established to assist with the Operational mitigation of the Incident.
Extreme Weather
Hazard Definition
This hazard category is defined by those naturally occurring events that are environmentally or meteorologically initiated, and have either a long-term rate of occurrence or occur with regular frequency. Their impacts, although normally not considered damaging, have the capacity to present significant challenges to the City in the areas of public safety, economic vitality, environmental quality, and other social consequences.
Local Situation
Heat/Cold
Annually, the City of Yuba City can experience summer temperatures that reach into the 100’s and winter temperatures can drop into the low teens. Exposure to extreme temperatures can cause unsafe changes to DRAFT
51 | P a g e
the body temperature and cause the City infrastructure to fail or become otherwise compromised. Overall, this hazard is considered a moderate to high risk to the City.
Air Pollution
The City of Yuba City is at risk for accumulation of unhealthy levels of air pollution. This pollution can come from a variety of sources, including vehicle exhaust and fires, both wildland and industrial. In the event the air pollution is found to be at emergency levels, mitigation will likely consist of restriction of movement outdoors.
Likely, there will also be increased visitation to area hospitals from the area’s medically-fragile or vulnerable populations.
Drought
Generally, extended drought events present a major economic impact, especially in an area heavily involved in agricultural production like Yuba City. Moreover, if the drought is long-term, potable water supplies may dwindle, resulting in the need for rationing, importation of emergency water supplies and other mitigation strategies.
High Winds/Tornado
Yuba City is at a moderate to high risk for having wind events that exceed 50 mph, which are considered damaging winds. These usually occur during winter thunderstorms; however, they may reach these speeds during summer North Wind events, which may result in extreme fire behavior. In January 2008, the City experienced moderate to heavy damages such as toppled trees and downed power lines resulting in power outages from the severe winter storms (wind and rain).
Yuba City is in a Low Risk area for tornados. According to National Weather Service records, Sutter County has had 21 reported tornados since 1950 with the largest being an F2 that caused 2 injuries.
Emergency Response Actions
In an effort to prepare for extreme weather events, the Fire Chief or designee will routinely monitor current and forecasted weather events. All known National Weather Service (NWS) alerts for weather Warning or Advisory are posted on the Yuba City Fire Department’s (YCFD) website.
In the event that extreme weather is forecasted through the National Weather Service, Public Service Announcements (PSA) may be distributed to the public, including utilization of the YCFD’s website for preparing citizens of the extreme weather conditions.
Extreme Weather Threat:
• City Manager (EOC Director), or designee will determine if a warming or cooling center is needed. • Fire Chief, or designee will determine the need for opening a Department Operations Center (DOC). • The City Manager (EOC Director) may consider a Level III EOC activation. • The City Manager (EOC Director) will notifications to Department Heads and Elected Officials of the current situation.
• Department Heads will ensure precautions are taken to prepare City facilities. • Emergency Notification System (CodeRed) may be utilized for PSA’s. • The Public Information Officer will keep the news media and public informed of the current situation; provide information on appropriate actions to be taken. • Determine if Department’s Continuity of Operations Plans should be implemented. • City Staff should be notified of the current and projected status by their Department Head.
DRAFT
52 | P a g e
Electrical Power Outage:
Extreme weather often coincides with electrical power outages; however, it may result from Public Safety Power Shutdown (PSPS), rolling black-outs, equipment failure, or natural/man-made disaster. It is understood that determining the length of a power outage may be challenging and will be estimated based upon the reconnaissance or intelligence received. In the event of a power outage, the Fire Chief, or designee, will:
• Attempt to determine the extent of the power outage.
• Attempt to determine the cause of the power outage.
• Attempt to determine the anticipated duration of the power outage. • Attempt to determine any immediate hazards associated with the power outage. o Critical infrastructure effected
o Extreme heat or freezing conditions
o Additional life safety issues.
Extent and duration of the power outage:
25% or more the City involved and expected duration of more than 4 hours:
• Fire Chief, or designee may consider opening the Department Operations Center (DOC) • City may implement an Incident Management Team (internally) and request to go into Unified Command with the YCPD, YCFD, and YC Public Works. An Incident Command Post should be established.
• Emergency Notification System (CodeRed) may sent to residents affected. 50% or more the City involved and expected duration of more than 12 hours:
• Fire Chief, or designee should open the Department Operations Center (DOC) • City should implement an Incident Management Team (internally) and request to go into Unified Command with the YCPD, YCFD, and YC Public Works. An Incident Command Post should be established.
• The City’s Emergency Notification System (CodeRed), should be utilized to provide a situation update to residents in the affected area.
• The City Manager (EOC Director) may consider a Level III EOC activation. • The DOC will identify and determine critical facilities for life safety and/or public safety concerns. • The DOC and EOC will determine the need for cooling, warming, or charging centers. • The EOC Director, through the Liaison Officer, should contact the Superintendent of the Yuba City Unified School District, Skilled Nursing Facilities and Elderly Care Facilities and advise them of the current and projected situation.
DRAFT
53 | P a g e
Level III EOC Activation
Terrorism
Hazard Definition
Terrorism is defined in 28 CFR Section 0.85 as “…the unlawful use of force and violence against persons or property to intimidate or coerce a government, the civilian population, or any segment thereof, in furtherance of political or social objectives.” Since September 11, 2001, terrorism has become a fact of life for all Americans.
Planning for response to potential terrorist incidents has long been part of California’s Emergency Preparedness Planning effort. California provides a target-rich environment for terrorists, with many facilities and venues and an easy place to hide in California’s diverse population.
There are many forms that terrorism can take and the most prevalent is a terrorist attack involving Chemical, Biological, Radiological, Nuclear and Explosive (CBRNE) agents and/or devices. There is also the threat of Cyber-Terrorism involving the use of computer data and networks to interrupt or shut down critical government infrastructures such as energy, transportation or financial sectors.
Local Situation
The target of such acts can be mass loss of life, disruption of services, or large property damage. While the Yuba City area has never been specifically targeted, terrorism is a constant threat to our nation and each individual community. Situational awareness must be maintained by all City employees as the area can a be target-rich environment for terrorist attacks.
In addition to terrorist attacks, a specific threat may be received that falls in the Yuba City’s jurisdiction. Upon receipt of a terrorist threat, YCPD has specific Sergeants and Officers designated as TLO’s (Terrorism Liaison Officers) whom have contacts with State and federal offices through the Central California Intelligence Center (CCIC) and Sacramento Regional Threat Assessment Center (SacRTAC). Coordination between TLO’s and additional agencies will be required to assess the validity and need of additional resources.
Local Fixed Facilities
City owned facilities that could be potential terrorist targets include:
1201 Civic Center Drive – City Hall
701 Northgate Drive – Water Treatment Plant (including the water intake facility) 302 Burns Drive – Wastewater Treatment Facility
DRAFT
54 | P a g e
There are many local private and County owned facilities that could be potential terrorist targets. A list of facilities would be too extensive to include in this document. A terrorist is only limited by their imagination of what a viable target may be. Major infrastructure such as levees, powerplants, and bridges are also concern of potential terrorist attacks.
Terrorism Incident Response
The Yuba City Police Department and the Yuba City Fire Department would be the first responders on scene during a local terrorist attack. Personnel from both agencies have received training to most emergency responses that could be caused by a terrorist attack. Given the broad spectrum of types of incidents, YCPD personnel are trained to request assistance with incidents beyond our capabilities. Incidents that may exceed the City’s capabilities in terms of personnel or expertise and will require the assistance of outside agencies. These resources are known and readily available if requested by the Incident Commander. Resources could come from the local area or Sacramento area depending on the incident. Mutual aid can be requested through Sutter County, CCIC, SacRTAC, and the assistance of the FBI can be requested depending on the scope of an incident.
Civil Disobedience
Hazard Definition
Civil disobedience is often related to a social situation or event that gathers large groups of people that could be protesting, angry, celebrating, or otherwise wanting to outwardly express themselves. These events have become more common in recent years as was evidenced in the case of George Floyd being killed by police in Minneapolis. The power of social media has propelled events such as the George Floyd protests causing disruptions across the country when these incidents occur. While some protests or marches may start with peaceful intentions, they can quickly turn violent causing violence and significant damage to property. Yuba City has typically had very little response during these events, however, in recent years small groups have formed to protest at high visibility areas in our jurisdiction.
Civil disobedience may cause the following impacts within our community:
• Injury to targeted population groups or individuals within the perimeter of the event • Damage to public and private property, structures and systems • Interruption of official government operations
• Loss of revenue from people being discouraged from entering affected areas • Costs of managing response resources
• Interrupted traffic and loss of mobility due to rioting and official road closures • Societal disruptions and long-term stigma associated with such occurrences These situations can quickly increase in severity if not addressed appropriately leading to our jurisdiction quickly running out of available resources to safely handle. Mutual aid from local agencies is a common request amongst the Yuba Sutter area.
Local Situation
There are many locations within Yuba City that could be potential locations for civil disobedience. High visibility locations are most likely, however, with the availability of social media, any location could be used and livestreamed to garner the attention a group of people is seeking.
DRAFT
55 | P a g e
Civil Disobedience Response
When a large group gathers that could lead to civil disobedience, YCPD should take the approach of allowing people to safely express their views without infringing upon the rights and property of others in the community. Depending on the situation, contact should be made with a leader of the group. YCPD’s desire to let them freely express their views should be emphasized along with which illegal behavior would not be acceptable. YCPD will internally monitor the group through social media outlets to learn of any additional movements or locations that the group is planning.
Depending on the size of the crowds, YCPD will coordinate with local agencies to get the necessary personnel should enforcement action be necessary. Mutual aid for a large-scale event that could turn into civil disobedience will be coordinated through the Sutter County Sheriff’s Office. Implementation of an EOC will be at the discretion of the Police Chief or designee.
Water and Wastewater Disruption
Hazard Definition
There are several possible sources of potable water Disruption in Yuba City, including the Threat of or Actual Contamination of the Water System, Structural Damage from Explosive Devices, SCADA Security, Chlorine Release, Power Outage, and Water Supply Interruption.
Local Situation:
The Threat to or Actual Contamination of the Water System:
This applies to the intentional introduction of a contaminant into the water system. The contaminant could be introduced at any point within the water system, including raw water, treatment facilities, or distribution system including pipes, water storage tanks, or pump stations. The adversary may or may not give notice of the contaminant or provide the location. Contamination may have actually occurred, or it may be a hoax.
Emergency Response Actions
Refer to City of Yuba City Emergency Response Plan
1. Perform actions to estimate the contaminated area and predict movement of contamination if evidence has been confirmed.
2. Take actions to isolate portions of the water system containing suspect water.
3. Issue “Boil Water”, “Do not Drink”, or “Do not Use” orders via the City’s Emergency Notification System (CodeRed) and Press Releases as appropriate.
4. Initiate Alternate Water Supply (Section III.G of ERP for Alternate Water Sources) to provide alternate water supply for customers and fire protection as necessary.
Structural Damage from Explosive Device
This applies to an incident where intentional structural damage has occurred to the water system as a result of an explosive device. The assumed intent of the explosion is to disrupt normal system operations any point within the system, including raw water, treatment facilities, or the distribution system.
Emergency Response Actions
Refer to City of Yuba City Emergency Response Plan
1. Physically secure water system facilities and implement heightened security procedures throughout the system.
2. Initiate Alternate Water Supply (Section III.G of ERP for Alternate Water Sources) to provide alternate water supply for customers and fire protection as necessary.
3. Based on extent of damage, consider alternate (interim) treatment schemes.
DRAFT
56 | P a g e
4. Issue public notification, “Boil Water”, “Do not Drink”, or “Do not Use” orders and other Press Releases as appropriate.
Request assistance from outside contractors or other water utilities if needed to help repair the damage.
SCADA Security
This applies to a cyber-attack on a SCADA network system when the cyber intruder is conducting DoS (Denial of Service), initiating SCADA/DCS command spoofing, attempting to take the SCADA/DCS system down, and attempting to take control of or is in control of the system.
Emergency Response Actions
Refer to City of Yuba City Emergency Response Plan
1. Restrict physical access to the area.
2. Physically unplug any phone lines that could dial in to the attacked computer.
3. Unplug the computer from the network.
4. Determine if the SCADA system needs to be isolated from process operations and taken completely off line.
5. Photograph the scene, including connections to any peripherals.
6. IF the computer is off, DO NOT turn it on (preferred method is to jumper system disk drive(s) as read only, and perform a post-mortem on a separate computer using suitable tools.)
7. IF the computer is on, DO NOT reboot it.
8. Avoid accessing any files on the compromised machine.
Chlorine Release
This applies to an uncontrolled release of any quantity of chlorine gas.
Emergency Response Actions
Refer to City of Yuba City Emergency Response Plan Appendix B Chlorine Emergency Information
1. Personnel must be moved to or seek shelter away from the release area.
2. Determine rate, the volume of release, size of container, and wind direction, which will influence the ability to control the release as well as determine the impact on both on-site and off-site personnel
3. Contact Yuba City Fire Department and relay all gathered information. Note: Only trained personnel using pre-planned procedures should respond to uncontrolled chlorine releases.
Power Outage
Power outages may occur at any time. We are especially susceptible to power outages during stormy, windy, or unusually hot weather. They can also be caused by a traffic accident, transformer problems, or as the result of an earthquake, fire, flood, or explosion. Power outages may last from less than a minute to several hours or even several days.
Incident Response
Refer to City of Yuba City Emergency Response Plan
1. Turn off unnecessary electrical equipment.
2. Start backup generators as necessary for crucial components: Note: Uninterruptible Power Supply (UPS) for SCADA and computers, battery backup for Remote Terminal Unit (RTU) may only supply power for a few hours.
3. Increase disinfectant residual as a precaution against potential contamination.
DRAFT
57 | P a g e
4. If not able to meet community requirements for water, then arrange for water to be supplied by another source. See Mutual aid agreements. (Section II B. of ERP and Section III.G of ERP for Alternate Water Sources).
5. Notify priority customers.
6. Notify users of service interruption if the backup pump(s) is/are incapable of maintaining supply.
7. Issue “Boil Water,” “Do not Drink,” or “Do not Use” orders and Press Releases as appropriate.
8. Initiate a backup plan for retrieval of current information from outside sources.
9. Consider initiating portable backup pumping and generating capability to serve areas with limited storage, critical wastewater collection, and treatment operations.
Water Supply Interruption
These events will vary in scale from compromised incremental supply volumes to complete, catastrophic loss of water supply. The ability of a utility to successfully respond to a catastrophic water supply interruption will be highly correlated to the existence of interconnections and alternative sources of supply.
Emergency Response Actions
Refer to City of Yuba City Emergency Response Plan
Several potential levels of severity are involved in a water supply interruption.
1. Water Alert -- A 5% or greater reduction in water usage is implemented. Voluntary conservation is encouraged. The water shortage situation is explained to the public, and voluntary water conservation is requested. WTP maintains an ongoing public information campaign consisting of the distribution of literature, speaking engagements, bill inserts, and conversation messages printed in local newspapers.
2. Water Warning -- A 15% or greater reduction in water usage is to meet the immediate needs of customers. The water supply shortage is moderate. The utility aggressively continues its public information and education programs. Consumers are asked for a 15 percent or greater voluntary or mandatory water use reduction. Additional landscape irrigation restrictions may be implemented.
Businesses may be asked not to serve water in restaurants unless requested.
3. Water Crisis – A 30% or greater reduction in water usage is to meet the immediate needs of customers. Water supply shortage is severe. Additional requirements may include dramatic landscape irrigation restrictions; restrictions on the use of potable water to fill or refill new swimming pools, artificial lakes, ponds, or streams until the water crisis is declared over; prohibition of water use for ornamental ponds and fountains; restrictions on the washing of automobiles and equipment (such as requiring that it shall be done on the lawn or at a commercial establishment that uses recycled or reclaimed water); restriction of flushing of sewers or fire hydrants to cases of emergency and essential operations, and; Introduction of a permanent water meter on existing non-metered services and/or flow restrictors on existing metered services at customer’s expense upon receipt of the second water violation.
4. Water Emergency -- A 50% or greater reduction in water usage is to meet the immediate needs of customers. Water shortage is critical. Additional requirements may include: disallowing all landscape irrigation; disallowing potable water for construction purposes such as dust control, compaction, or trench jetting. In addition, large industrial users, for example, canneries and other food manufacturers, may be required to reduce or cease all water use.
DRAFT
58 | P a g e
Emergency Phone Lists
911 Area Direct Phone Number
Yuba City Police / Fire 530-822-4661 or 530-822-4686
Sutter County Sheriff / Fire 530-822-7307 or 530-822-4575 California Highway Patrol 530-674-5141
The individual(s) who discover the threat or emergency situation will immediately notify City’s 24-hour Call Center. The Dispatcher at the Call Center will then notify the Water Utility Emergency Response Manager or WUERM. The remainder of the City staff will be notified according to the table below.
Name and Title Responsibilities during an
Emergency Contact Numbers
Water Treatment Supervisor Plant Supervisor 530-822-4636 x3400 Water Distribution Supervisor Distribution Supervisor 530-822-4777 Chief Plant Operator Plant Operator 530-822-4636 x3401
Data (IT) Manager I.T. Manager 530-822-4785
WTP Deputy Director Manager 530-822-3264 x3300
Director of Public Works Director 530-822-4783
Maintenance Supervisor Plant Supervisor 530-822-4636 x3405 Laboratory Supervisor Chemist 530-822-3264 x3500
Emergency Dispatch Dispatcher 530-822-4661
Facility Supervisor Supervisor 530-822-0212
Local Agencies Name Contact Numbers
Local Police Police Chief 530-822-4661
Fire Department Fire Chief 530-822-4686
HAZMAT Team Fire Chief 530-634-7661
Hospital / Critical Care Facility Adventist Health and Rideout 530-749-4300 Power Company PG&E 1-800-743-5000
Elected Official Mayor / City Council / City Clerk
Administrator
530-822-4817
County Agencies Name Contact Numbers
Sutter County Public Health Officer Officer 530-822-7215 Sutter County Public Health Branch
Director
Director 530-822-7215
Sutter County Emergency
Operations Manager
Manager 530-822-4575
County HAZMAT Team Emergency Services 530-822-4575
DRAFT
59 | P a g e
Access and Functional Needs
Local Situation
Persons with disabilities are a protected class under the Americans with Disabilities Act of 1990 and other federal law. Other factors in addition to disability may affect an individual’s ability to access services or to care for their own needs and affect their safety in an emergency or disaster.
According to the Sutter County Public Health Division’s Emergency Operations Plan, the U.S. population is growing in ethnic, linguistic and cultural diversity. Persons over age 65 will comprise more than 18% of the population by 2025. An increasing proportion of persons with disabilities and other people with access and functional needs are in the community living independently in their homes or with home services provided.
There are more than 56 million people with disabilities in the U.S., 20% of the population, including, but not limited to:
• 12% of all children birth – 18 years old
• 10% of all adults 19-64 years old
• 38% of seniors over 65 years old
Disability definition from ADA Section 12102:
(1) Disability means, with respect to an individual,
(A) A physical or mental impairment that substantially limits one or more major life activities of such individual;
(B) A record of such an impairment; or
(C) Being regarded as having such an impairment.
(2) Major life activities: In general, for the purposes of paragraph (1), major life activities include, but are not limited to, caring for oneself, performing manual tasks, seeing, hearing eating, sleeping, walking, standing, lifting, bending, speaking breathing, learning, reading, concentrating, thinking, communicating, and working.
Types of disability:
• Developmental/intellectual disabilities: refers to a diagnosed disability that begins before an individual reach’s adulthood. These disabilities include cerebral palsy, epilepsy, mobility, and autism.
• Acquired disabilities: Can occur due to auto crashes, falls, sports, violence, and wartime injuries.
These injuries can damage the brain, spinal cord, hearing, seeing, mobility, memory, and learning. • Medical conditions: Can include diabetes, arthritis, asthma, and epilepsy.
Emergency Response Actions
Disasters, regardless of type, disproportionately affect individuals with access and functional needs and the impact results in higher incidents of fatalities, suffering, and personal hardship among historically vulnerable populations before, during, and following emergencies compared to individuals who do not have access or functional needs.
DRAFT
60 | P a g e
Registries: The City should attempt to identify and retain a voluntary registry of individuals who possess access or functional needs. This voluntary registry is list of individuals who need additional support during emergencies which the City can use to help when crisis strikes. The City may use the following sources for establishing a registry.
• Volunteer Outreach for Independent Citizens and Elderly (VOICE) program • Sutter County Public Health
• Medial Health Operational Area Coordinator (MHOAC)
• Adult Protective Services
Communication Objectives:
• Sign language interpreters for individuals who are deaf or hard of hearing o Attempt to use interpreters during press conferences
• Translation services for persons with limited English o Attempt to provide all press conferences with interpreters for multiple languages • Alternative formats for individuals with blind/low vision o Flashing news updates should include voiced reports
• Plain Text
Evacuation and Transportation:
• Identify individuals with access and functional needs who will need to be evacuated • Identify transportation providers that will be available, responsible, and have the capacity to move individuals with access and functional needs from schools, neighborhoods, medical facilities, nursing facilities, and Community Relocation Centers.
Sheltering Facilities:
• Shelters should comply with the requirements established under the Americans with Disabilities Act Architecture Guidelines (ADAAG)
• When providing evacuation locations, ensure that those locations that are physically accessible are highlighted and clearly stated in press conferences, news broadcasts, and press releases. • Communication access (i.e., sign language interpreters, Language Translation services, Braille/Large Print materials, etc.) should be available at the shelter location. • Equipment/Resources for shelters, which should be considered by the Care & Shelter Unit Leader o A variety of accessible cots should be available including raised cots, bariatric cost and cots with side rails.
o Toilet chairs and raised toilet seats
o Shower chairs
o Wheelchairs
o Walkers
o Crutches
o TTY Equipment
o Hearing (batteries)
DRAFT
61 | P a g e
DRAFT
ATTACHMENT 1
City of Yuba City
Emergency Operations Plan
City of Yuba City - Emergency Operations Plan
September 2022 2 | P a g e
City of Yuba City, California
EMERGENCY OPERATIONS PLAN
September 2022
Prepared for:
City of Yuba City
1201 Civic Center Boulevard
Yuba City, CA 95993
Prepared by: YUBA CITY FIRE DEPARTMENT AND YUBA CITY POLICE DEPARTMENT
City of Yuba City - Emergency Operations Plan
September 2022 3 | P a g e
Introduction
The City of Yuba City is dedicated to fulfilling and upholding the primary role of the emergency management mission by ensuring that the city, its residents and all city services are prepared for any and all disasters within or surrounding our community. By ensuring coordination and readiness of all protection, prevention, mitigation, response and recovery activities, the city will continually look to increase capabilities and response measures to minimize loss of life and reduce impacts from disasters and corresponding unforeseen circumstances.
Every day
emergencies are responded to and managed by emergency first responders as part of their day-to-day responsibilities and are the most common emergency management activities that the Yuba City residents experience and encounter. For the most part this type of emergency is handled by individual responders or a team of responders who work together regularly to save lives, contain threats, minimize damage and serve and protect the community in which we live.
While the principles described in this Emergency Operations Plan (EOP) can also be applied to these daily responses, the primary goal of establishing such a plan is to offer guidance for larger or more complex incidents related to a broad spectrum of hazards that exceed the response capability and/or resources of front-line responders. This EOP is not intended to anticipate all situations and conditions that may arise during emergencies; however, this document will help facilitate a successful response to these situation and conditions and on-scene Incident Commanders must have the discretion to act as they see fit based on the specific circumstances of the incident at hand.
However, it is imperative that all jurisdictions and response agencies have a plan that provides an overall general guidance and a common framework for preparing for, responding to, and recovering from emergencies and disasters that arise in a notice. This plan will help establish a framework within Yuba City that will bring a combination of technical capabilities, resources, judgment and the expertise of emergency response personnel, department directors and other key City personnel. Emergency Preparedness must be evaluated, planned for and discussed and the city is committed to this process.
This EOP provides the foundation and guidance for the use of National Incident Management System (NIMS) and California Standardized Emergency Management System (SEMS) principles necessary to effectively manage incidents within or affecting Yuba City. These principles will work in conjunction with Incident Command System (ICS) formats and all city employees will be trained in roles and responsibilities associated with their positions and expectations. No guarantee of a perfect response system is expressed or implied by this plan, its implementing instructions, responses or procedures. While the city will respond to emergencies to the utmost of its ability, it is possible that some natural or technological disasters may overwhelm resources and require assistance from federal, state and other local government agencies. While recognizing this possibility, this plan is designed to help the city fulfill its response function to its maximum capacity and serve as a first line of preparedness and response within the City of Yuba City. ies and are the most common emergency management activities that the Yuba City residents experience and encounter. For the most part this type of emergency is handled by individual responders or s, contain threats, minimize damage and serve
While the principles described in this Emergency Operations Plan (EOP) can also be applied to these daily responses, the primary goal of establishing such a plan is to offer guidance for larger or more complex incidents related to a broad spectrum of hazards that exceed the response capability and/or resources of is not intended to anticipate all situations and conditions that may ; however, this document will help facilitate a successful response to these situation and scene Incident Commanders must have the discretion to act as they see fit based on the specific circumstances of the incident at hand.
However, it is imperative that all jurisdictions and response agencies have a plan that provides general guidance and a common framework for preparing for, responding to, and recovering from emergencies and disasters that arise in a
Yuba City that will bring a combination of technical capabilities emergency response personnel, department directors and other key City personnel
City of Yuba City - Emergency Operations Plan
September 2022 4 | P a g e
APPROVAL AND IMPLEMENTATION
FOREWORD
The City of Yuba City Emergency Operations Plan (EOP) was developed to address and outline the planned response of city resources to extraordinary emergency situations associated with natural disasters, large scale emergencies (beyond local and regional support), technological incidents and national security emergencies in or affecting the City of Yuba City and the County of Sutter. This plan will primarily focus on operational concepts and initial and expanded responses to large-scale disasters, emergencies and events which pose major threats to life, property and the environment. These operational concepts and responses are designed to grow as the need for resources and support is made known.
This plan accomplishes the following:
Establishes the emergency management organization required to mitigate any significant emergency or disaster affecting the City of Yuba City.
Identifies the roles and responsibilities required to protect the health and safety of Yuba City residents, public and private property and the environmental effects of natural and technological emergencies and disasters.
Establishes the operational concepts associated with a field response to emergencies, the City of Yuba City Emergency Operations Center (EOC) activities and the recovery process at the conclusion of an activation.
Plan Approval and Implementation
Upon review and approval of the Yuba City Council, this plan will be officially adopted and promulgated. The approval date will be included on the title page. The plan will be distributed to those city departments, executive members, city personnel, supporting allied agencies and community organizations having assigned primary functions or responsibilities located within the EOP.
Establishes the emergency management organization required to mitigate any significant emergency Identifies the roles and responsibilities required to protect the health and safety of c and private property and the environmental effects of natural and technological Establishes the operational concepts associated with a field response to emergencies, the City of Emergency Operations Center (EOC) acti
Plan Approval and Implementation
City of Yuba City - Emergency Operations Plan
September 2022 5 | P a g e
LETTER OF PROMULGATION
September 2022
To: Yuba City Council Members, Department Heads and all city employees and personnel:
NEED TO GET A LETTER FROM THE CITY MANAGER
Diana Langley, City Manager
City of Yuba City
Date
NEED TO GET A LETTER FROM THE CITY MANAGER
City of Yuba City - Emergency Operations Plan
September 2022 6 | P a g e
NEED AN OFFICIAL RESOLUTION FROM CITY
COUNCIL AND LEGAL TEAM
OFFICIAL RESOLUTION FROM CITY
City of Yuba City - Emergency Operations Plan
September 2022 7 | P a g e
EMERGENCY OPERATION PLAN (EOP) ACTIVATION GUIDE
The Yuba City Emergency Operations Plan (EOP) may be activated by the following:
Emergency Services Director (City Manager),
Emergency Services Coordinator(s) (Fire Chief and/or Police Chief) After the EOP activation is initiated, all required and necessary positions will immediately be contacted to determine and facilitate the implementation of the full or partial scope of the plan. If a situation dictates whereas the City Emergency Services Director and Emergency Service Coordinator(s) are not available, alerts should be directed to the predetermined next city emergency representative as outlined in the Yuba City Continuity of Operations Plan.
This Emergency Operations Plan, and the procedures and policies contained herein, shall be activated under any of the following circumstances:
On the order of the Emergency Services Director, (City Manager), Emergency Services Coordinator(s) (Fire Chief and/or Police Chief) or any designee outlined in the Continuity of Operations Plan, provided that the existence or threatened existence of a local emergency has been proclaimed.
Upon proclamation by the Governor that a STATE OF EMERGENCY exists in an area of the state that includes the City of Yuba City or immediate surrounding area.
Automatically on the proclamation of a STATE OF WAR EMERGENCY as defined in the California Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code.) Upon declaration by the President of the United States, of the existence of a National Emergency.
Automatically, on receipt of an attack warning or actual attack on the United States, or upon occurrence of a catastrophic disaster that requires immediate government response. representative as outlined in
This Emergency Operations Plan, and the procedures and policies contained herein, shall On the order of the Emergency Services Director, (City Manager Police Chief) or any designee outlined
provided that the existence or threatened existence of a local emergency has been Upon proclamation by the Governor that a STATE OF EMERGENCY exists in an area of the state that includes the City of Yuba City or immediate
tomatically on the proclamation of a STATE OF WAR EMERGENCY as defined in the California Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code.) Upon declaration by the President of the United States
Automatically, on receipt of an attack warning or actual attack on the United States, or upon occurrence of a catastrophic disaster that requires immediate government response.
City of Yuba City - Emergency Operations Plan
September 2022 8 | P a g e
Emergency Proclamations
Emergency proclamations are normally made when there is an actual incident or event, threat of disaster, or extreme peril to the safety of persons and/or property caused by natural or man-made situations.
Local Proclamation of Emergency
A local emergency may be proclaimed by the City Council or by the City Manager/ Director of Emergency Services. If the City Manager/Director of Emergency Services proclaims the local emergency, the City Council must ratify it within seven (7) days. The City Council must review the need for the proclamation at least every 30 days until the local emergency is terminated. The local emergency should be terminated by resolution as soon as conditions warrant.
A local emergency proclamation provides the governing body with the legal authority to:
Request the Governor to proclaim a State of Emergency and/or that the Director of FEMA/DHS authorize a Presidential Declaration;
Promulgate or suspend orders and regulation necessary to provide protection to life and property, including orders or regulations imposing a curfew within designated boundaries; Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans or agreements.
Request state agencies and other jurisdictions to provide mutual aid; Require the emergency services of a local official or employee Requisition necessary personnel and materials from any local department or agency.
Factors to Consider in Determining Whether to Proclaim a Local Emergency The local proclamation is the first step toward a state and federal declaration, which would then activate eligible state and federal disaster relief programs to provide financial relief to both local government and the public;
A local, state and/or federal declaration is likely to send a reassuring message to the public that officials intend to pursue every avenue available to assist the disaster victims.
It is not necessary for the affected city/town, or cities/towns, to declare an emergency, if the county has already done so; however, it is recommended.
Cities/Towns within a county are bound by county rules and regulations adopted by the county during a proclaimed local emergency when the emergency is in both the incorporated and unincorporated territory. (Ref. 62 California Attorney General Opinions, 701, dated 1979). with the legal authority to:
Request the Governor to proclaim a State of Emergency and/or that the Director of FEMA/DHS Promulgate or suspend orders and regulation necessary to provide protection to life and property, including orders or regulations imposing a curfew within designated boundaries; Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans or agreements.
Request state agencies and other jurisdictions to provide mutual aid; Require the emergency services of a local official or employee Requisition necessary personnel and materials from any local department or agency.
Factors to Consider in Determining Whether to Proclaim
City of Yuba City - Emergency Operations Plan
September 2022 9 | P a g e
State Proclamation of Emergency
A State of Emergency may be proclaimed by the Governor when conditions of disaster or extreme peril exist which threaten the safety of person and property within the state. The Governor may also proclaim a State of Emergency when requested to do so by local authorities or when the local authority is inadequate to cope with the emergency.
When the Governor proclaims a State of Emergency:
Mutual aid shall be rendered in accordance with approved emergency plans when the need arises in any city or county for outside assistance.
The Governor shall, to the extent he/she deems necessary, have the right to exercise all police power vested in the state by the constitution and laws of the State of California within the designated area.
Jurisdictions may command the aid of citizens as deemed necessary to cope with an emergency.
The Governor may suspend the provisions of orders, rules or regulation of any state agency and any regulatory statute or statute prescribing the procedure for conducting state business.
The Governor may commandeer or make use of any private property or personnel (other than the media) in carrying out the responsibilities of his office.
The Governor may promulgate, issue and enforce orders and regulation deemed necessary.
A state proclamation activates the California Natural Disaster Assistance Act (NDAA) which provides financial assistance for items such as repairing or replacing public property or facilities, local agency overtime costs and costs of supplies used in the response.
A state proclamation is needed to request a Presidential Declaration and access to federal disaster relief programs.
The Emergency Declaration Process
Step 1: Conditions indicate a local disaster is likely to occur or has already occurred.
Step 2: Local Emergency declared by the Director of Emergency Services or designee. Note: this declaration must be ratified by the City Council, as soon as practicable, or the goal of within seven (7) days.
Step 3: Director of Emergency Services or designee requests a State Proclamation and/or Federal Declaration from the Governor.
Step 4: Governor requests a Presidential Declaration.
onstitution and laws of the State of California within the designated area.
Jurisdictions may command the aid of citizens as deemed necessary to cope with an emergency.
The Governor may suspend the provisions of orders, rules or regulation of any regulatory statute or statute prescribing the procedure for conducting state business.
The Governor may commandeer or make use of any private property or personnel (other than the media) issue and enforce orders and regulation deemed necessary. the California Natural Disaster Assistance Act (NDAA) which provides financial assistance for items such as repairing or replacing publi overtime costs and costs of supplies used in the response. roclamation is needed to request a Presidential Declaration and access to federal disaster relief The Emergency Declaration Process
1: Conditions indicate a local disaster is likely to occur or has
City of Yuba City - Emergency Operations Plan
September 2022 10 | P a g e
Presidential Proclamation of Emergency
The Governor of the impacted state may request a Presidential Declaration of Emergency or Disaster when the disaster is of such severity and magnitude that effective response is beyond the ability of the state and affected local jurisdictions.
Declaration of Emergency
In some cases, the President may make a Declaration of Emergency instead of a Disaster. An Emergency Declaration unleashes the support from multiple state and federal agencies. It also authorizes reimbursement of emergency work, such as debris removal and emergency protective measures. It stops short, however, of providing certain types of financial recovery assistance.
Declaration of Major Disaster
A Presidential Declaration of Disaster is made when the President determines that the situation warrants major federal disaster assistance. In addition to the assistance provided in an Emergency Declaration, a Disaster Declaration may make a broad range of assistance available to individual victims, including:
Temporary housing;
Disaster unemployment and job placement assistance;
Individual and family grants;
Legal services to low-income victims; and,
Crisis counseling and referrals.
A Presidential Declaration of Disaster is made when the President determines that the situation warrants major federal disaster assistance. In addition to the assistance provided in an Emergency Declaration, a f assistance available to individual victims, including:
Disaster unemployment and job placement assistance;
Individual and family grants;
income victims; and,
Crisis counseling and referrals.
City of Yuba City - Emergency Operations Plan
September 2022 11 | P a g e
Continuity of Government
In the aftermath of a major disaster, law and order must be preserved and essential government service must be maintained. Therefore, it is essential that city leaders identify an alternate seat of government, alternate work locations, and lines of succession for their governing body, administrative officers and department heads.
Temporary Seat of Government
If needed, the City Council will establish an alternate seat of government at a location where the City Council shall operate and conduct meetings in the event City Hall is not available.
Lines of Succession
Article 15 of the California Emergency Services Act provides the authority, as well as the procedures to be employed, to ensure continued functioning of political subdivisions within the State of California. Generally, Article 15 permits the appointment of up to three standby officers for each member of the governing body, and the chief executive officer. Article 15 also provides for the succession of officers who head departments responsible for maintaining law and order, or in furnishing public services relating to health and safety.
The City Council shall appoint standby officers when an officer is killed, missing, or so seriously injured as to be unable to attend meetings and otherwise perform his/her duties.
Each department within Yuba City has a Continuity of Operations Plan, which identifies the following for each Department:
Lines of succession
Essential Functions
Recovery Planning for each Essential Function
Specialized Supplies
Essential Vendors
The components of the Continuity of Operations Plan will be discussed in further detail later in this document and each City Department will be responsible for updating their individual plan and ensuring continuity training and expectations are prioritized and in place.
Article 15 of the California Emergency Services Act provides the authority, as well as the procedures to be employed, to ensure continued functioning of political subdivisions within the State of California. Generally, Article 15 permits the appointment of up to three standby officers for each member of the governing body, hief executive officer. Article 15 also provides for the succession of officers who head departments responsible for maintaining law and order, or in furnishing public services relating to health and safety.
The City Council shall appoint standby officers when an officer is killed, missing, or so seriously injured as to be unable to attend meetings and otherwise perform his/her duties. epartment within Yuba City has a Continuity of Operations Plan, which identifies the following for Lines of succession
Essential Functions
Recovery Planning for each Essential Function
City of Yuba City - Emergency Operations Plan
September 2022 12 | P a g e
EMERGENCY OPERATIONS PLAN CHECKLIST
The following Action Checklist can be used to initiate the City of Yuba City Emergency Operations Plan and initiate response and support of an emergency incident that is currently taking place or immediately threatening the area. If you are not qualified to implement this plan, contact you supervisor or dial 9-1-1 and ask for assistance.
1. Receive alert of incident
Immediate alerts, involving threats to the city from current or suspected emergencies, should be directed to the City Emergency Services Director (City Manager), who will in turn immediately notify the Emergency Services Coordinator(s) (Fire Chief and/or Police Chief).
If the City Emergency Services Director and Coordinator(s) are not available, alerts should be directed to the designated personnel assigned in the Continuity of Operations Plan.
Alerts may additionally be received through the Yuba City Police Dispatching Service, the on-scene Incident Commander, responding agencies, neighboring agencies, the public or other sources.
2. ion Plan and
Emergency Operations Center
The City Emergency Services Director and Emergency Services Coordinator(s) should determine, in coordination with the on-scene Incident Commander, what level of support is needed from the city for the incident. This may range from the Emergency Services Director and/or the Emergency Services Coordinator(s) being placed on standby, for technical or professional evaluation, to a full activation of the City Emergency Operations Center and Plan.
Identify key personnel who will be needed to support city emergency operations, including staffing of the City Emergency Operations Center, if activated.
3. Notify key City personnel and response partners
The Emergency Services Director and Emergency Services Coordinator(s) will utilize Yuba City Dispatch or the emergency notification phone list to notify key personnel that are being requested to Notify appropriate and corresponding emergency response agencies within and neighboring Yuba City.
See the , located in the Continuity of Operations Plan, maintained by the Emergency Services Director and/or Coordinator(s).
Fire Chief and/or Police Chief)
(s) are not available, alerts should be
designated personnel assigned in the Continuity of Operations Plan. e Yuba City Police Dispatching Service,
responding agencies, neighboring agencies, the public or other sources.
The City Emergency Services Director and Emergency Services scene Incident Commander, what level of support is needed from the s may range from the Emergency Services
Coordinator(s) being placed on standby
activation of the City Emergency Operations Center
Identify key personnel who will be needed to support
of the City Emergency Operations Center, if activated.
City of Yuba City - Emergency Operations Plan
September 2022 13 | P a g e
4. Identify key incident needs, in coordination with the on-scene Incident Commander Develop an initial Incident Action Plan reflecting overall priority and supporting activities Consider coordination of the following:
o Identify primary and back-up means to stay in contact with the on-scene Incident Commander.
o The on-scene Incident Commander may assign a radio frequency that the City Emergency Operations Center can use to communicate with the scene.
5. Assess the Need for Code Red Activation
Pursuant to California Penal Code 409.5(a), state, county and city peace officers are vested with the authority to close and evacuate public and private lands.
The Chief of Police could designate the Fire Chief, Division Chief or Battalion Chief the authority to issue emergency notifications for Fire Department related and other involved emergencies within the City of Yuba City.
Evacuation Warning, Evacuation Order (Mandatory) and Shelter in Place would be the options to be considered and a Code Red notification would be initiated, with a recorded message, to give instructions to any of the 36 pre-determined city evacuation zones.
Community Relocation Centers information and locations:
Yuba-Sutter Fairgrounds
Yuba City Senior Center
Sikh Temples on Bogue or Tierra Buena Road.
6. Activate the City Emergency Operations Center as appropriate The city will utilize the Incident Command System (ICS), in conjunction with SEMS/NIMS, in managing the City Emergency Operations Center.
Primary Emergency Operations Center Location:
Fire Station 4, 150 Ohleyer Road, Yuba City, CA 95993
Alternate Emergency Operations Center Location:
Yuba City Police Department, 1545 Poole Boulevard, Yuba City, CA 95993 Alternate Emergency Operations Center Location:
Will be located, per MOU agreement, in Woodland and Chico. Additional details provided in section below.
Depending on the incident size and type, some city departments with primary responsibility for the incident may be requested to establish a Department Operations Center (DOC) to support the incident.
ounty and city peace officer
authority to close and evacuate public and private lands.
The Chief of Police could designate the Fire Chief, Division Chief or Battalion Chief the authority to partment related and other involved emergencies within the Evacuation Warning, Evacuation Order (Mandatory) and Shelter in Place would be the options to be considered and a Code Red notification would be initiated, with a recorded messag determined city evacuation zones
Community Relocation Centers information and locations
Sutter Fairgrounds
Yuba City Senior Center
Sikh Temples on Bogue or Tierra Buena Road.
Activate the City Emergency Operations Center as appropriate ity will utilize the Incident Command System
City of Yuba City - Emergency Operations Plan
September 2022 14 | P a g e
7. Inform the Standardized Emergency Management System (SEMS) Operational Area, Region, and State of Emergency Operations Center activation and request support as needed Sutter County Office of Emergency Services via phone: (530) 822-4575 -657-9210
California State Warning Center (to report chemical spills): 800- 852-7550 If there is an oil or chemical spill to report, responsible parties should call the National Response Center at 800-424-8802.
8. Declare a State of Emergency for the City, as appropriate If the incident has overwhelmed or threatens to overwhelm the c resources, the city should declare a State of Emergency.
A declaration may be made by the Mayor, City Council, Emergency Services Director (City Manager) or the Emergency Services Coordinator(s) (Fire Chief and/or Police Chief).
A declaration made by any of the above authorized parties should be ratified by council as soon as practicable. (SEE ATTACHED PRE-BUILT DECLARATIONS)
The declaration should be submitted to the Sutter County Office of Emergency Services.
Plan Administration
The Yuba City Emergency Services Director and/or Emergency Services Coordinator(s) will ensure review, revision, and re-promulgation of this plan every three years or when changes occur, such as lessons learned from training, table top exercises or when emergency events are concluded. Changes to the annexes and appendices, and non-substantive changes to the Basic Plan, may be made by department directors without formal City Council approval. Record of Plan Changes and any and all updates and revisions to the plan will be tracked and recorded in the following table. This process will ensure that the most recent version of the plan is disseminated and implemented by emergency response personnel. Once changes are made, all entities must be made aware to ensure the current version is available to reference.
If the incident has overwhelmed or threatens to overwhelm the c resources, be made by the Mayor, City Council, Emergency
or the Emergency Services Coordinator(s) (Fire Chief and/or Police Chief) any of the above authorized parties should be ratified by (SEE ATTACHED PRE-BUILT DECLARATIONS)
The declaration should be submitted to the Sutter County Office of Emergency Services.
Plan Administration
City Emergency Services Director
promulgation of this plan every
or
City of Yuba City - Emergency Operations Plan
September 2022 15 | P a g e
Plan Modifications
Record of Plan Changes and any and all updates and revisions to the plan will be tracked and recorded in the table on the following page. This process will ensure that the most recent version of the plan is disseminated and implemented by emergency response personnel. These pages will remain inside the living document to show the adjustments. Additional pages can be added as deemed necessary and all updates or changes will be sent to the necessary corresponding agencies.
Revision Number Section Summary Change Entered By Date
1 2
3 4
5 6
7 8
9 10
City of Yuba City - Emergency Operations Plan
September 2022 16 | P a g e
Revision Number Section Summary Change Entered By Date
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 30
(Note: File each revision transmittal letter behind this record page.)
City of Yuba City - Emergency Operations Plan
September 2022 17 | P a g e
THIS PAGE INTENTIONALLY LEFT BLANK
City of Yuba City - Emergency Operations Plan
September 2022 18 | P a g e
RECORD OF DISTRIBUTION
Hard Copies, and any updates, of this plan will be provided to the following jurisdictions, agencies, and departments that are involved or impacted by this Emergency Operations Plan. Any updates or revisions will be provided electronically, when available and necessary. Recipients will be responsible for updating their Emergency Operations Plans when they receive changes and updates.
The Emergency Services Director or Coordinator(s) are responsible for immediately communicating the plan and updates to the City Council, and ultimately responsible for dissemination of all plan updates. Copies of Department, Police Department, City
Emergency Additionally, the Plan will be
on record with the County of Sutter Office of Emergency Services.
The following list of signatures is documented to indicate the 2022 Yuba City Emergency Operations Plan.
See Following page for list or initial agencies. or initial agencies.
City of Yuba City - Emergency Operations Plan
September 2022 19 | P a g e
Human Resources
DATE
Sutter County
DATE
Sutter County Animal Services
DATE
DATE
Economic Development
DATE
Finance
DATE
Fire
DATE
Parks and Recreation
DATE
Development Services
DATE
Police
DATE
Public Works
DATE
City of Yuba City - Emergency Operations Plan
September 2022 20 | P a g e
THIS PAGE INTENTIONALLY LEFT BLANK THIS PAGE INTENTIONALLY LEFT BLANK
City of Yuba City - Emergency Operations Plan
September 2022 21 | P a g e
Yuba City Emergency Operations Plan
Introduction
Plan Approval and Implementation
Foreword
Plan Approval and Implementation Process
Letter of Promulgation
City Plan Adoption Resolution
Emergency Operation Plan Activation Guide
Emergency Proclamations
Local
State
Federal (Presidential)
Continuity of Government
Emergency Operation Plan Checklist/Chart
Plan Administration With Chart
Plan Modification With Chart
Record of Distribution With List
1. Basic Plan
Introduction
1.1 Purpose
1.2 Intent
1.3 Plan Organization Components and Framework
Basic Plan
Functional Annexes
Hazard Threat Specific Incident Appendices
Contingency Planning
1.4 Scope
2. Yuba City Hazard Analysis Summary
2.1 History (Community Profile)
2.2 Geography/Climate
2.3 Population
2.4 Economy/Tax Base/Revenue Sources
Industry Chart
Household Income Chart
Tax Base Chart
2.5 Community Events
2.6 Threat and Hazard Identification
2.6.1 Yuba City Specific Hazard Identification Chart
2.7 Capability Assessment
2.8 Protection of Critical Infrastructure and Key Resources Organization Components and Framework
Basic Plan
Functional Annexes
Hazard Threat Specific Incident Appendices
Contingency Planning
Yuba City Hazard Analysis Summary
City of Yuba City - Emergency Operations Plan
September 2022 22 | P a g e
3. Concept of Operations
3.1 General information/assumptions
3.2 Emergency Management Mission Areas
3.3 Operations and Response
3.3.1 Operational and Response Goals
3.3.2 Operational and Response Priorities
3.3.3 Operational and Response Strategies
3.4 Recovery
3.4.1 Recovery Goals
3.4.2 Recovery Strategies and Priorities
3.5 Standardized Emergency Management System (SEMS)
3.5.1 SEMS Organizational Levels
3.5.2 SEMS Functions and Command Structure
3.5.3 SEMS Components and Terminology
3.6 Incident Management System (NIMS)
3.7 Mutual Aid
3.7.1 Mutual Aid Coordination
3.2 Sequence of Events
3.8.1 Before the Event
3.8.2 Immediate Impact
3.8.3 Sustained Operations
3.8.4 Transition to Recovery
3.8.5 Proclaiming an Emergency
3.9 Incident Management
3.9.1 Activation
3.9.2 Alert and Warning
3.9.3 Communication
3.9.4 Situational Awareness and Intelligence Gathering
3.9.5 Resource Management
3.9.6 Emergency Public Information
3.9.7 Access and Functional Needs Populations
3.9.8 Animals in Disaster
3.9.9 Demobilization
3.9.10 Transition to Recovery
4. Continuity of Government Operations
4.1 City of Yuba City Emergency Operation Statement
4.2 Disaster Service Workers
4.3 Continuity of Operations Plan (COOP)
SEMS Functions and Command Structure
rminology
Mutual Aid Coordination
Before the Event
Immediate Impact
Sustained Operations
Transition to Recovery
Proclaiming an Emergency
Incident Management
Activation
3.9.2 Alert and Warning
3.9.3 Communication
3.9.4 Situational Awareness and Intelligence Gathering
3.9.5 Resource Management
3.9.6 Emergency Public Information
Access and Functional Needs Populations
City of Yuba City - Emergency Operations Plan
September 2022 23 | P a g e
5. Emergency Operations Plan (EOP) Roles and Responsibilities
5.1 General Overview
5.2 Emergency Management Organization
5.2.1 Executive Group
Mayor and City Council
Media Notifications
Emergency Services Director (City Manager)
Emergency Services Coordinator(s) (Fire Chief/Police Chief) Yuba City Department Directors
5.3 Department Responsibilities
5.4 Responsibilities by Function
5.4.1 City Departments/Allied Agency
EOC Assignment Chart
Primary and Supporting Agency Chart
5.5 Local/Regional Partners
5.5.1 Coordination with Special Facilities
5.5.2 Private Sector
5.5.3 Nongovernmental and Faith Based Organizations
5.5.4 Individual and Households
5.5.5 Populations with Access and Functional Needs
5.6 Operational Area Response Partners
5.7 Regional Response Partners
4.4 State Response Partners
4.5 Federal Response Partners
6. Emergency Operations Center (E.O.C) Command and Control
6. 1 General Information and Overview
6.2 On-Scene Incident Management
6.2.1 Direction, Control and Coordination
6.3 Emergency Operation Center (EOC) Support
6.3.1 Emergency Operations Center Activation
6.3.2 EOC Locations Primary/Secondary
6.3.3 EOC Staffing
6.3.4 EOC Action Plan
6.3.5 Access and Security
6.3.6 EOC Deactivation
6.3.7 EOC Coordination and Collaboration (Outside department/Private)
6.4 Department Operations Center (DOC)
6.4.1 Purpose and Scope
6.4.2 Organizations
6.4.3 Activation Authority
6.4.4 Notifications
6.4.5 DOC Duties
Primary and Supporting Agency Chart
with Special Facilities
Nongovernmental and Faith Based Organizations
Individual and Households
Populations with Access and Functional Needs
Partners
Partners
State Response Partners
Federal Response Partners
Emergency Operations Center (E.O.C) Command and Control General Information and Overview
Scene Incident Management
6.2.1 Direction, Control and Coordination
Emergency Operation
City of Yuba City - Emergency Operations Plan
September 2022 24 | P a g e
6.4.6 DOC Activation Levels
6.4.7 Documentation
6.5 Incident Command System (ICS)
Chart Overview and Layout
6.6 Emergency Operation Center (EOC) Duties (Director and Command Staff)
6.6.1 EOC Director
6.6.2 EOC Command Staff
Safety Officer/PIO/Liaison Officer/Legal Officer/Coordinator/Miscellaneous
6.7 Emergency Operation Center (EOC) Administration
6.7.1 Introduction
6.7.2 Damage Assessments
Initial Damage Assessment
Preliminary Damage Assessment
6.7.3 Process of Inspection, Surveys and Assessment
Windshield Surveys
Safety Assessment
Detailed Inspections
Engineer Assessment
Damage Assessment Chronological Summary Chart
6.7.4 Documenting and Reporting Damage Assessment Information
6.8 After Action Reporting
6.9 Emergency Operation Center (EOC) General Staff
6.9.1 Operations Section Chief
6.9.2 Planning Section Chief
6.9.3 Logistics Section Chief
Yuba City Resource Directory
6.9.4 Finance Section Chief
6.10 Emergency Operations Center (EOC) Command Strategies Single Command/Unified Command/Area Command/Multi-Agency Coordination
7. Information Collection and Dissemination
7.1 Action Planning
7.1.1 Action Planning Requirements
7.1.2 Action Planning Elements
7.1.3 Action Planning Responsibilities
7.2 Emergency Operations Center (EOC) Reporting
7.2.1 Preliminary Reports
7.2.2 Situation Reports
7.2.3 Flash Reports
7.2.4 Documentation
7.2.5 Status Boards
7.3 Emergency Operation Center (EOC) Reporting Systems
7.4 Emergency Public Information
Process of Inspection, Surveys and Assessment
Engineer Assessment
Damage Assessment Chronological Summary Chart
Documenting and Reporting Damage Assessment Information Emergency Operation Center (EOC) General Staff
Operations Section Chief
Planning Section Chief
Logistics Section Chief
Yuba City Resource Directory
Finance Section Chief
Emergency Operations Center (EOC) Command Strategies
Single Command/Unified Command/Area Command/Multi
Information Collection and Dissemination
City of Yuba City - Emergency Operations Plan
September 2022 25 | P a g e
8. Communication and Emergency Alert Notification Systems
8.1 Warning Responsibility
8.2 Warning and Alert Mechanism
8.3 Warning Conditions
8.4 Types of Notifications
Evacuation Warnings/Evacuation Orders/Shelter-in-Place/Authorizations
8.4.1 Authorizations
8.5 Emergency Alert Notifications (CodeRED)
8.5.1 City of Yuba City Evacuation Zones and Map
8.5.2 Community Relocations Centers
8.6 Emergency Alert Notifications (Zonehaven)
9. Plan Development/Maintenance/Implementation
9.1 Development and Maintenance Responsibility
9.2 Review components/updates
9.3 Event Critiques (Training/Incident) and After-Action Reporting
9.4 Community Outreach and Emergency Preparedness Education
9.4.1 Emergency Preparedness Planning
9.4.2 Community Preparation and Awareness
9.4.3 Preparedness Actions
10. Training
10.1 Goals/Expectations/Standards
10.2 Exercise Programs
10.3 Readiness Training
10.4 Exercises and Evaluations
Glossary of Terms
FUNCTIONAL ANNEXES
HAZARD THREAT APPENDICES
CONTINGENCY PLANS/CONTRACTS
Emergency Vendor List
MAPS
EXAMPLES PRE-BUILT RESOLUTIONS/PROCLOMATIONS/DECLARATIONS
EXAMPLES OF PRESS RELEASES
Plan Development/Maintenance/Implementation
Development and Maintenance Responsibility
and After-Action Reporting
Community Outreach and Emergency Preparedness Education Emergency Preparedness Planning
Community Preparation and Awareness
Preparedness Actions
Goals/Expectations/Standards
Exercise Programs
Readiness Training
Exercises and Evaluations
City of Yuba City - Emergency Operations Plan
September 2022 26 | P a g e
THIS PAGE INTENTIONALLY LEFT BLANK
City of Yuba City - Emergency Operations Plan
September 2022 27 | P a g e
1.0 BASIC PLAN
INTRODUCTION
The intent of the City of Yuba City Emergency Operations Plan (EOP), Functional Annexes, Hazard Threat Appendices and Contingency Planning is designed to address the coordinated and planned response to extraordinary emergency situations that arise within Yuba City and the immediate surrounding areas.
These emergencies can be associated with natural disasters, infrastructure failure, technological failure, human-caused emergencies and any wartime emergency operation in, or immediately affecting, the City of Yuba City and our geographic boundaries.
It provides an overview of operational concepts, identifies components of the City Emergency Management Organization and describes the overall roles and responsibilities of federal, state, county and city entities in protecting life and property and assuring the overall well-being of the population and residents.
1.1 Purpose
This plan will help the City of Yuba City define, identify and establish the following items:
An Emergency Management Organization (EMO) that will ensure order and response to mitigating any significant emergency or disaster affecting the City of Yuba City.
The implementation of updated and evolving policies, responsibilities, and procedures that are necessary to ensure the protection of life, health and safety of Yuba City residents, private property protection and minimizing negative affects to the environment caused from natural, human-caused, and technological emergencies and/or disasters.
The operational concepts and procedures associated with field response to emergencies, Emergency Operations Center (EOC) activation and activities, and the recovery process post emergency event.
Communication and training that outlines and updates how the City of Yuba City will prepare and grow in the fields of emergency preparedness and community response.
The organizational framework and implementation of SEMS/NIMS, in conjunction with basic ICS, within the City of Yuba City.
ederal, s
of the population
will help the City of Yuba City define, identify and establish the following items An Emergency Management Organization (EMO) that will ensure any significant emergency or disaster affecting the City of The implementation of updated and evolving policies, responsibilities, and procedures ensure the protection of life,
and minimizing negative affects to
technological emergencies and
City of Yuba City - Emergency Operations Plan
September 2022 28 | P a g e
1.2 Intent
This operational plan is intended to act as a reference document and may be used for training and preemergency planning, as well as emergency operations and actions. This living document will serve as the primary guide for emergency response in the city and is intended to accomplish the following:
Facilitate multi-jurisdictional and interagency coordination, particularly between local government, private sector, operational area (geographic county boundary), state response levels, and appropriate federal agencies in emergency operations.
To prioritize emergency preparedness within the community and limit the long-term negative impacts of emergencies by ensuring all city entities are ready to respond and protect the community.
To be utilized in conjunction and with coordination to applicable local, state and federal contingency plans, laws and regulations.
Identify the components of an Emergency Management Organization (EMO), and establish associated protocols required to effectively respond to, manage and recover from major emergencies and disasters.
Establish the operational concepts and procedures associated with field response to emergencies, and standardize the procedures and expectations of all Emergency Operations Center (EOC) activities.
Establish the organizational framework for implementation of the California Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and the Incident Command System (ICS), within the City of Yuba City.
Encourage allied agencies, private enterprise, special districts and volunteer organizations, having roles and responsibilities outlined within this plan, to develop and establish their own Standard Operating Procedures (SOP) and protocols. These collaborative emergency action checklists, based on the framework of this plan, will increase the effectiveness of the plan.
Designed to guide users through the four phases of emergency management: preparedness, response, recovery and mitigation.
reparedness within the community and limit the
ity entities are ready to respond and protect the community. to applicable local, state and federal contingency
Identify the components of an Emergency Management Organization (EMO), and establish associated protocols required to effectively respond to, manage and recover from major eme Establish the operational concepts and procedures associated with field response to emergencies, the procedures and expectations of all
Establish the organizational framework for implementation of the California Standardized Emergency Management System (SEMS), the
Command System (ICS), within the City o
City of Yuba City - Emergency Operations Plan
September 2022 29 | P a g e
1.3 Plan Organization and Framework
The Yuba City Emergency Operations Plan will be organized and divided into four major components. These components will contain general and specific information relating to city emergency management operations.
All the of components are designed for user functionality and will lay the ground work for emergency operations and support. The four components will be spelled out in detail in the following Plan.
The components are as follows:
Basic Plan
Functional Annexes
Hazard Threat-Specific Appendices
Contingency Planning
Basic Plan
The purpose of the Basic Plan is to provide a framework for emergency operations and information regarding the City of Yuba City Emergency Management Organization and structure. It serves as the primary document outlining individual roles and responsibilities during an incident; describes the concept of emergency operations; and identifies how the City integrates into in the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).
Specifically, the Basic Plan identifies:
Legal authorities, including the emergency declaration process, activation of mutual aid agreements, and requests for resources and emergency spending powers.
Hazard analysis summary, including planning assumptions based on the c Roles and responsibilities for elected officials, city departments, and key response partners that serve in functional areas within the plan.
A concept of operations for the city that describes how the city will conduct its emergency operations and coordinate with other agencies and jurisdictions.
The c city EOC and
implementation of ICS.
The c lans for maintaining and reviewing the EOP, including training, exercises, and public education components, to ensure the information is relevant and up to date.
The purpose of the Basic Plan is to provide a framework for emergency operations and information City of Yuba City Emergency Management Organization and structure and responsibilities during an incident
how the City integrates into in the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). the Basic Plan identifies:
Legal authorities, including the emergency declaration process, activation of mutual aid agreements, and requests for resources and emergency spending powers. ummary, including planning assumptions based on the
City of Yuba City - Emergency Operations Plan
September 2022 30 | P a g e
Functional Annexes
The functional annexes contain detailed descriptions of the methods and procedures that the City of Yuba City government agencies and departments follow for critical operational functions during emergency operations. The Emergency Operations Center and roles and responsibilities will be discussed in detail in these annexes.
Hazard or Threat-Specific Incident Appendices
These Hazard or Threat-Specific Annexes or Appendices describe and outline the City of Yuba City emergency response strategies that apply to a specific hazard.
This section provides information that more clearly defines the roles and responsibilities of those assigned to specific emergency management positions in the City of Yuba City EOC. Each Annex includes appropriate attachments that provide more specific operations guidance, procedures, resources and checklists.
While this EOP has been developed as an all-hazards planning document, some hazards may require unique considerations. To that end, these incident appendices will supplement the Basic Plan to identify critical tasks associated with specific natural, technological, and human-caused hazards identified in the c current Hazard Identification and Vulnerability Assessment. These incident appendices identify step-by-step actions for each hazard through the pre-incident, response, and recovery phases of an incident.
Earthquake
Major Fires
Flooding
Dam Failure
Extreme Weather (Heat or Cold)
Volcano
Hazardous Materials Incident
Public Health Incident/Outbreak
Terrorism
Natural Occurring Biological Threats
Civil Disobedience
Water and Wastewater Disruption
Access and Functional Needs
This section provides information that more clearly defines the roles and responsibilities of those assigned to specific emergency management positions in the City of Yuba City EOC. Each Annex includes appropriate specific operations guidance, procedures, resources and checklist hazards planning document, some hazards may require unique ncident appendices will supplement the Basic P
associated with specific natural, technological, and human-caused hazards identified in the current Hazard Identification and Vulnerability Assessment. These ach hazard through the pre-incident, response, and recovery phases of an incident. (Heat or Cold)