Yuba City City Council
September 20, 2022

City of Yuba City - Emergency Operations Plan
September 2022 31 | P a g e
Contingency Planning
The purpose of the Contingency Planning section is to streamline the access and implementation of supporting documents to the overall success of the Emergency Operations Plan. Contingency Plans supplement the EOP, provide direction and guidance, and identify resource needs in response to specific emergencies. This element will set the Yuba City Emergency Operations Plan apart and provide the opportunity for increased success.

The Contingency Plan section will include the following:

Contracts
Pre-Built Agreements
EOC Land use MOU
Pre-built Proclamations
Pre-built Emergency Declarations
Emergency Flow Chart/Contact List
These documents will be located and found at the end of this document.

1.4 Scope
The scope of the Emergency Operations Plan (EOP) applies and is implemented whenever the city must respond to an emergency incident or situation whose size or complexity is beyond what is normally handled by routine operations. Such occurrences, involving extraordinary emergency situations, may include natural, technological, or human-caused disasters which may impact or affect the City of Yuba City, Sutter County, incorporated municipalities, unincorporated areas surrounding the City of Yuba City, or a combination thereof.

This plan is intended to guide the c
emergency response plans and procedures of responding agencies, other local governments, special districts, and other public, nonprofit/volunteer and private-sector entities. The provisions, policies and procedures of this plan are applicable to all agencies and individuals, public and private, having responsibilities for emergency preparedness, response, recovery, and/or mitigation in or surrounding the City of Yuba City. Having pre-defined Standard Operating Procedures (SOPs) will be necessary to ensure response capabilities are met and are in coordination with other entities.

Emergency preparedness and management is a complex network of relationships and having these preestablished roles and responsibilities will build the foundation for success in the early stages of any emergency occurring or immediately threatening Yuba City. The Yuba City Emergency Operations Plan (YCThese documents will be located and found at the end of this document. scope of the Emergency Operations Plan (EOP) applies
respond to an emergency incident or situation whose size or complexity by routine operations. Such occurrences, involving extraordinary emergency caused disasters which may impact or affect the City of Yuba City, , unincorporated areas surrounding the City of Yuba City

City of Yuba City - Emergency Operations Plan
September 2022 32 | P a g e
EOP) will base its goal on the effective planning and coordination, prior to an emergency, thereby ensuring a more effective response and recovery process.

This plan is designed to be read, understood, trained upon and exercised prior to any emergency occurrence.

It establishes the framework for implementation of ICS within the California Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). Emergency operations in Yuba City will be coordinated through the structure of the Emergency Operations Center (EOC) and within coordination and conjunction with the Sutter County Emergency Operations Plan, State Emergency Plan and the National Response Framework.

City of Yuba City - Emergency Operations Plan
September 2022 33 | P a g e

2.0 City of Yuba City Hazard Analysis Summary

2.1 History (Community Profile)
Before its founding, the land on which Yuba City is now located was a part of Rancho Nuevo Helvetia (the New Switzerland Ranch); and was a land grant owned by Swiss emigrant and Mexican citizen John Sutter.

Samuel Brannan, Pierson Reading, and Henry Cheever purchased the land from John Sutter in 1849 to establish a town primarily as a distribution center for Gold Rush supplies. Brannan, the senior partner, had the town laid out and lots sold to parcel the city. He is honored today as one of the town's founders and has a park named for him.

Yuba City was established as the county seat in 1856. The early town was centered at Second Street and Garden Highway near the waterfront and the commercial district ran along Bridge Street, south of the present-day downtown commercial corridor on Plumas Street. Apart from mining-oriented services, the c with wheat, grains, and cattle being the dominant
goods.

Incorporated on January 23, 1908, the city soon found ethnic diversity taking root. Mexican immigration to the Yuba-Sutter region began in the early Twentieth Century, followed by the arrival of traditionally agrarian Sikh Indian immigrants who have come in a small but steady flow since 1924. More than a quarter of City residents and 30 percent of people in the county now claim either Mexican or Indian heritage. and was in large part due to returning
veterans, improved access from highway construction, and the constraints placed on development in its sister city across the river, Marysville. Growth has continued to be strong, with the population nearly doubling every twenty years since 1940. Pressure toward further expansion is most acute in agricultural areas to the west and south of the city, especially along highway corridors.

2.2 Geography and Climate
central valley, situated in eastern Sutter County on the western bank of the Feather River. Primarily undeveloped agricultural land exists to the north, west, and south of the city and the Sutter Buttes are located to the northwest of the city. The primary transportation corridors are Highway Routes 99 and 20. Highway Route 99 leads due south to Sacramento and north to Oroville and Chico; Route 20 links Yuba City to Colusa County and I-5 to the west and Grass Valley and the Sierra Nevada range to the east. State Highway Routes 70 and 65 lead south from Marysville, connecting Lincoln, Rocklin and Roseville. Elevation
in the city is roughly 60 ft above sea level, with only small variations in topography in the city. Sutter County and Yuba City share the mild climate of their San Joaquin and Sacramento Valley neighbors.

Yuba City was established as the county seat in 1856. The early town was centered at Second Street and commercial district ran along Bridge Street, south of
al corridor on Plumas Street. Apart from mining
with wheat, grains, and cattle being the dominant
ity soon found ethnic diversity taking root. Mexican immigration to Sutter region began in the early Twentieth Century, followed by the arrival of traditionally agrarian Sikh Indian immigrants who have come in a small but steady flow since 1924. More than a quarter of City dents and 30 percent of people in the county now claim either Mexican or Indian heritage. veterans, improved access from highway construction, an city across the river, Marysville. Growth has continued to be strong, with the population nearly doubling every twenty years since 1940. Pressure toward further expansion is most acute in agricultural a ity, especially along highway corridors.

City of Yuba City - Emergency Operations Plan
September 2022 34 | P a g e

2.3 Population
The California Department of Finance estimated the January 1, 2020 total population for the City of Yuba City to be 70,458.

2.4 Economy and Tax Base
US Census estimates show economic characteristics for the City of Yuba City. Mean household income in the City was $83,481. Median household income in the City was $61,773. The below graphs depict the breakdown:

INDUSTRY Estimated
Employment
Percent
Agriculture, forestry, fishing and hunting, and mining 2,545 8.5% Construction 2,556 8.5%
Manufacturing 1,715 5.7%
Wholesale trade 749 2.5%
Retail trade 3,611 12.0%
Transportation and warehousing, and utilities 2,009 6.7% Information 118 0.4%
Finance and insurance, and real estate and rental and leasing 2,129 7.1% Professional, scientific, and management, and administrative and waste management services
2,712 9.0%
Educational services, and health care and social assistance 6,745 22.4% Arts, entertainment, and recreation, and accommodation and food services 2,713 9.0% Other services, except public administration 1,522 5.1% Public administration 981 3.3%
Source: US Census Bureau American Community Survey 2019 Estimates Professional, scientific, and management, and administrative and waste Estimated
Employment
2,545
2,556
warehousing, and utilities
Finance and insurance, and real estate and rental and leasing

City of Yuba City - Emergency Operations Plan
September 2022 35 | P a g e
City of Yuba City Household Income in the Past 12 months Income Bracket Percent
<$10,000 3.0%
$10,000 $14,999 4.2%
$15,000 - $24,9999 9.5%
$25,000 $34,999 12.0%
$35,000 $49,999 13.1%
$50,000 $74,999 17.8%
$75,000 $99,999 10.3%
$100,000 $149,999 14.3%
$150,000 $199,999 10.2%
$200,000 or more 5.5%
Yuba City Tax Base
Category Parcels Net Taxable Value
Residential
17,577 $3,965,832,478 (70.5%)
Commercial 876 $1,034,566,380 (18.4%)
Industrial 289 $226,354,033 (4.0%)
Agricultural 2 $65,908 (0.0%)
Govt. Owned 2 $0 (0.0%)
Institutional 79 $8,031,511 (1.1%)
Irrigated 63 $22,079,748 (0.4%)
Vacant 494 $64,321,208 (1.1%)
Exempt 288 $0.0 (0.0%)
SBE Nonunitary [22] $5,428,205 (0.1%)
Cross Reference 5] $98,768 (0.0%)
Unsecured [1890] $301.052,344 (5.3%)
Source: US Census Bureau American Community Survey 2019 Estimate

14.3%

10.2%
Yuba City Tax Base
Parcels
17,577
876

City of Yuba City - Emergency Operations Plan
September 2022 36 | P a g e

2.5 Community Events
Sikh Parade
Yuba-Sutter Fair
July 4th Parade
July 4th Fireworks Show
Church
Saint Andrews Memorial Day Event
Summer Stroll
Winter Stroll
Relay for Life Event
*Yuba City offers a vast array of other community events not listed.

2.6 Threat and Hazard Identification
The city may be subject to a variety of natural, technological and human-caused hazards and threats, as described by the categories and table below. These hazards/threats are most likely to impact the city based on the community vulnerability assessment and the resulting potential impacts.

Natural Hazards: Results from acts of nature.

Technological Hazards: Results from accidents or failures of systems and structures.

Human-Caused/Adversarial Threats: Results from human accident or intentional actions of an adversary.

Natural Technological
Human-Caused /
Adversarial Threats
Earthquake
Fire (Wildland)
Flood
Windstorm
Winter Storm
Heat Wave
Disease Outbreak:
(Human)
Disease Outbreak:
(Animal)
Drought
(Water Shortage)
Dam Failure
Levee Failure
Hazardous Materials
Incident
Urban Conflagration
Electricity Failure or
Outage
Transportation
Accident or Failure
Water/Sewer System
failure
Cyber-Incident
Enemy Attack
Active Shooter
Riots
Sabotage
Violent Extremism
Bomb Detonation
Terrorism Acts
(Eco-terrorism)
(Bio-terrorism)
Yuba City offers a vast array of other community events not listed. ity may be subject to a variety of natural, technological and human-caused hazards and threats, as and table below. These hazards/threats are most likely to impact the city based on the community vulnerability assessment and the resulting potential impacts.

Results from acts of nature.

Results from accidents or failures of systems and structures.

Caused/Adversarial Threats: Results from human accident or intentional actions of an Technological

City of Yuba City - Emergency Operations Plan
September 2022 37 | P a g e

2.6.1 Yuba City Specific Hazard Identification
hazards are identified in the chart below. These hazards pose risks and affects to the city and are summarized by their location below.
*SEE THE SUTTER COUNTY HAZARD MITIGATION PLAN 2021 for more information*

City of Yuba City - Emergency Operations Plan
September 2022 38 | P a g e

2.7 Capability Assessment
The availability of the c - and longterm response actions on an independent basis. City response capabilities are also limited during periods when essential staff are on vacation, sick, or under furlough due to budgetary constraints. The city has not defined its core capabilities in accordance with the National Preparedness Goal or undertaken a formal capabilities assessment to date. Should an assessment be conducted in the future, it will assist emergency responders to evaluate, coordinate, and enhance the cohesiveness of their emergency response plans. A community capability assessment is a low impact, systematic approach to evaluate the c and capability to respond to hazards.

City of Yuba City - Emergency Operations Plan
September 2022 39 | P a g e

2.8 Protection of Critical Infrastructure and Key Resources Critical Infrastructure and Key Resources (CIKR) support the delivery of critical and essential services that help ensure the security, health and economic vitality of the City of Yuba City and its residents. CIKR includes the assets, systems, networks, and functions that provide vital services to cities, states, regions, and in some cases the nation. Therefore, any disruption could significantly impact vital services, produce cascading effects, and result in large-scale human suffering, property destruction, economic loss, and damage to public confidence and morale.

Key facilities that should be considered in infrastructure protection planning include:

Structures or facilities that produce, use, or store highly volatile, flammable, explosive, toxic, and/or water-reactive materials.

Government facilities, such as departments, agencies, and administrative offices.

Hospitals, nursing homes and housing likely to contain occupants (with functional needs) who may not be sufficiently mobile to avoid death or injury during a hazard event.

Police stations, fire stations, vehicle and equipment storage facilities, and EOCs that are needed for disaster response before, during, and after hazard events.

Public and private utilities and infrastructure that are vital to maintaining or restoring normal services to areas damaged by hazard events.

Communications and cyber systems, assets and networks such as secure City servers and fiber optic communications lines.

An updated list of Yuba City critical infrastructure will be provided in the contingency planning section of this EOP.
use, or store highly volatile, flammable, explosive, toxic, and/or Government facilities, such as departments, agencies, and administrative offices housing likely to contain occupants (with function
not be sufficiently mobile to avoid death or injury during a hazard event Police stations, fire stations, vehicle and equipment storage facilities, and EOCs that are needed for disaster response before, during, and after hazard events. Public and private utilities and infrastructure that are vital to maintaining or restoring normal services to areas damaged by hazard events. Communications and cyber systems, assets and networks such as secure City servers and fiber ines. An updated list of Yuba City critical infrastructure will be provided in the contingency planning section

City of Yuba City - Emergency Operations Plan
September 2022 40 | P a g e

3.0 Concept of Operations

3.1 General Information/Assumptions
In the planning and development phase of this E.O.P, it is necessary for certain assumptions to be considered and articulated that help translate the basic principles associated with conducting emergency management operations in preparation for, response to and recovery from major emergencies. These provide context, requirements and situational realities that must be addressed in plan development, training and emergency operations.

This E.O.P is based on the following assumptions and limitations:

An emergency or disaster may occur at any time, day or night, in heavily populated or remote areas of Yuba City and the surrounding counties.

Essential city services will be maintained as long as conditions permit.

An emergency will require prompt and effective response and recovery operations by city emergency services, disaster relief, volunteer organizations, and the private sector.

Major emergencies and disasters can overwhelm initial response capabilities and therefore require a multi-agency, multi-jurisdictional response. For this reason, it is essential that the concepts of the Standardized Emergency Management System (SEMS), National Incident Management System (NIMS) and Incident Command System (ICS) be used to establish a Unified Command with emergency operation center/planning that expand as the situation dictates. City personnel and departments should be trained in the concepts of SEMS/NIMS and ICS.

The City of Yuba City is primarily responsible for emergency actions within the city and will commit all available resources to save lives, minimize injury to persons, minimize property damage and to recover from emergency events.

Each responding city and county agency will utilize existing directives and procedures in responding to major emergencies and disasters.

County support of city emergency operations will be based on the principle of self-help. The city will be responsible for utilizing all available local resources, along with initiating mutual aid and cooperative assistance agreements before requesting assistance from the county. any time, day or night, in heavily populated or remote areas ity services will be maintained as long as conditions permit.

An emergency will require prompt and effective response and recovery operations by services, disaster relief, volunteer organizations, and the private sector.

Major emergencies and disasters can overwhelm initial response capabilities and t jurisdictional response. For this reason, it is essential that the Standardized Emergency Management System (SEMS),
Incident Command System (ICS) be used
emergency operation center/planning that
departments should be trained in the concepts of SEMS/NIMS and ICS. is primarily responsible for emergency actions within the city and will commit

City of Yuba City - Emergency Operations Plan
September 2022 41 | P a g e
Considering shortages of time, space, equipment, supplies, and personnel during a catastrophic disaster, self-sufficiency will be necessary for the first hours or days following the event.

Local emergency planning efforts focus on accommodating residents while preparing for changes in population trends throughout the year. However, significant increases to the local population may introduce challenges in meeting the needs of non-residents and other travelers during an emergency or disaster.

Large-scale emergencies and disasters may overburden local resources and necessitate mutual aid from neighboring jurisdictions.

Large-scale emergencies and disasters, and the complex organizational structure required to respond to them, pose significant challenges in terms of warning, notification, logistics and agency coordination.

Major emergencies and disasters generate widespread media and public interest. The media must be considered a partner in large-scale emergencies and disasters and the role of the Public Information Officer (PIO) is vital to spread a consistent message. This relationship, social media messaging and early activation can provide considerable assistance in emergency public information and warning.

Large-scale emergencies and disasters may pose serious long-term threats to public health, property, the environment, and the local economy. While responding to significant disasters and emergencies, all strategic decisions must consider each of these consequences and how they directly impact the overall well-being of the City of Yuba City and its residents.

Disasters and emergencies may require an extended commitment of personnel and other resources from involved agencies, departments and jurisdictions.

Environmental, technological, and civil emergencies may be of a magnitude and severity that require state and federal assistance and all or parts of the city may be adversely impacted by these emergencies.

The United States Department of Homeland Security provides threat conditions across the United States and identifies possible targets.

A terrorist-related incident or attack may occur without warning. If such an attack occurs, the city could be subject to radioactive fallout or other hazards related to weapons of mass destruction. In accordance with national nuclear civil protection policy, two options have been developed to counteract such a threat: population protection and shelter-in-place programs. and the complex organizational structure required to
pose significant challenges in terms of warning, notification, logistics widespread media and public interest. The media must
scale emergencies and disasters and the role
Information Officer (PIO) is vital to spread a consistent message. T provide considerable assistance in emergency public information scale emergencies and disasters may pose serious long
property, the environment, and the local economy. While emergencies, all strategic decisions must consider each of these consequences directly impact the overall well-being of the City of Yuba City and Disasters and emergencies may require an
from involved agencies, departments

City of Yuba City - Emergency Operations Plan
September 2022 42 | P a g e
Outside assistance will be available in most major emergency/disaster situations that affect the city.

Although this plan defines procedures for coordinating such assistance, it is essential for the city to be prepared to carry out disaster response and short-term actions on an independent basis.

Control over city resources will remain at the city level even though the Governor has the legal authority to assume control in a State Declaration of Emergency.

City communication and work centers may be destroyed or rendered inoperable during a disaster.

Normal operations can be disrupted during a general emergency; however, the city can still operate effectively if public officials, first responders, employees, volunteers, and residents are:
-designated tasks
emergency operations.

Follow a Continuity of Operations Plan that is department specific and assigns duties and responsibilities and how to move forward in the absence of key personnel or authority.

3.2 Emergency Management Mission Areas
This plan adheres to the emergency management principle of all-hazards planning and is based on the fact that most responsibilities and functions performed during an emergency are not hazard-specific and thus need to be planned for on a more wide-ranging scope. The focus of the YC-EOP will be to plan, assess and train for the area of operational, response and short-term recovery actions that are implemented before an emergency occur. Additionally, this planning and assessment will need to be discussed and evaluated after an emergency or city disaster training event.

Follow a Continuity of Operations Plan that is department specific and assigns duties and responsibilities and how to move forward in the absence of key personnel or authority.

Emergency Management Mission

City of Yuba City - Emergency Operations Plan
September 2022 43 | P a g e
This plan impacts and is informed by activities conducted before and after emergency operations take place and is designed to assist the city in the following five mission areas:

Prevention
To avoid, intervene, or stop an incident from occurring in order to protect lives and property.

Mitigation
To comprehensively reduce hazard related losses with the goal of ensuring the safety and security of citizens,
infrastructure protection and economic stability.

Protection and Preparedness
To reduce the vulnerability of Critical Infrastructure and Key Resources by deterring, mitigating, or neutralizing terrorist attacks, major disasters and other emergencies.

Response
To address the short-term and direct effects of an incident, including immediate actions to save lives, protect property, and meet basic human needs.

Recovery
To restore vital services; personal, social and economic wellbeing of citizens, and communities to pre-event or updated conditions.

3.3 Operational and Response Goals, Priorities and Strategies Within the operational and response phase of an emergency, it is imperative that emergency managers set goals, prioritize actions and outline operational strategies that are within the scope and training of the city.

This plan provides a broad overview of those goals, priorities and strategies and describes what should occur during each step and at whose direction.
vulnerability of Critical Infrastructure and Key
Resources by deterring, mitigating, or neutralizing terrorist attacks, major disasters and other emergencies.
term and direct effects of an incident, including immediate actio protect property, and meet basic human needs.

To restore vital services; personal, social and economic wellbeing of citizens event or updated conditions.

City of Yuba City - Emergency Operations Plan
September 2022 44 | P a g e

3.3.1 Operational and Response Goals
During the operational and response phase of an emergency, the agencies and groups that are charged with responsibilities in this plan should focus and strategize actions on the following five goals:

Mitigation of Hazards.

Meeting Basic Human Needs.

Addressing and Providing for the needs of people with Access and Functional Needs.

Restoring Essential Services.

Supporting Community and Economic Recovery.

3.3.2 Operational and Response Priorities
The following items outline the operational and response priorities for the City of Yuba City and will therefore govern resource allocation and the response strategies for all involved agencies, groups and political subdivisions during an emergency. Below are the pre-determined operational priorities addressed in this plan and these priorities will guide every decision, plan and allocation of resources throughout the incident:

Lifesaving Efforts The preservation of life is the top priority of emergency managers and first responders and takes precedence over all other considerations.

Protection of Health and Safety
on public health and safety.

Protection of Property All feasible efforts should be made to protect public and private property and resources, including critical infrastructure, from damage during and after an emergency.

Preservation of the Environment
environment and protect it from damage during and after an emergency. These efforts should consider short-term and long-term impacts on the environment.

3.3.3 Operational and Response Strategies
To meet the operational goals listed previously, emergency responders should consider the following strategies in relation to the goals and priorities that are identified:

Mitigate Hazards As soon as possible and practical, suppress, reduce or eliminate hazards and/or risks to persons and property during the disaster response. Lessen the actual or potential effects or consequences of future emergencies.

Meet Basic Human Needs All possible efforts must be made to supply resources to meet basic human needs, including food, water, shelter, medical treatment and security during the emergency. priorities for the City of Yuba City and will therefore govern resource allocation and the response strategies for all involved agencies, groups the pre-determined operational priorities addressed in this sion, plan and allocation of resources throughout the incident The preservation of life is the top priority of emergency managers and first responders and takes precedence over all other considerations.

Health and Safety
on public health and safety.

Property All feasible efforts should
and resources, including critical infrastructure, from damage during and after an emergency. ation of the Environment
environment and protect it from damage during a
term and long-term impacts on the environment.

City of Yuba City - Emergency Operations Plan
September 2022 45 | P a g e
Afterwards, provisions will be made for temporary housing, food stamps and support for reestablishing employment after the emergency event passes.

Address Needs of People with Access and Functional Needs People with access and functional needs are more vulnerable to harm during and after an emergency. The needs of people with access and functional needs must be considered and addressed. Early planning and communication will ease the strain and provide quality service.

Restore Essential Services Power, water, sanitation, transportation and other essential services must be restored as rapidly as possible to assist communities in returning to normal daily activities.

Support Community and Economic Recovery All members of the community must collaborate to ensure that recovery operations are conducted efficiently, effectively and equitably, promoting expeditious recovery of the affected areas.

3.4 Recovery

3.4.1 Goals
Recovery activities will begin as soon as conditions permit following an incident. It is the responsibility of all levels of government to assist the public and private sectors with recovery from disaster. A widespread disaster will impact the ability of businesses to function, disrupt employment, interrupt government services, and impact tax revenues within the city. This E.O.P is not a recovery plan; however, the city recognizes that response and recovery activities often take place concurrently until the life safety and emergency protective actions are completed.

3.4.2 Strategies and Priorities
Recovery operations are the actions taken to restore vital services, help citizens resume self-sufficiency, and help communities return to pre- -term recovery involves the restoration of critical services such as communications, water supply, sewage service, emergency medical capabilities, and electricity, as well as garbage and debris removal. These functions must occur early in the emergency response to support the life, health, and safety of the population and to support other emergency operations.

The Cit

1. Initial Damage Assessment: Determine structure impacts to the city.

2. Debris Removal: Coordinate debris clearance, collection and removal.

3. Infrastructure Restoration: Facilitate restoration of Critical Infrastructure and Key Resources.

Recovery activities will begin as soon as conditions permit following an incident. It is the responsibility of all levels of government to assist the public and private sectors with recovery from disaster. A widespread usinesses to function, disrupt employment, interrupt government services, ity. This E.O.P is not a recovery plan; however, the
response and recovery activities often take place concurrently until the Strategies and Priorities
Recovery operations are the actions taken to restore vital services, help citizens resume self

City of Yuba City - Emergency Operations Plan
September 2022 46 | P a g e

3.5 Standardized Emergency Management System (SEMS)
The Standardized Emergency Management System (SEMS) is the response system and the fundamental structure for the response phase of emergency management. SEMS is required by the California Emergency Services Act (ESA) and is the system required by California Government Code Section 8607(a) for managing multiagency and multijurisdictional responses to emergencies in California, as outlined in CCR Section 2400-2450. The system unifies all elements of tandardizes key
elements. SEMS consists of five organizational levels and incorporates the use of the Incident Command System (ICS), California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA), existing mutual aid systems, the Operational Area (OA) concept, and multiagency or inter-agency coordination. State agencies are required to use SEMS and local government entities must use SEMS in order to be eligible for any reimbursement of response- programs.

Cal-OES
Cal-OES Inland Region
Mutual Aid Region III
Sutter County Operational Area
Fire & Rescue Coordinator-Yuba City Fire
Law Enforcement Coordinator-Sutter County Sheriff
Local Government
Comprised of the cities, towns,
specials districts and county
Field Response
Comprised of fire, law enforcement, public works,
emergency medical services, health and others.

Local Government
agencies are required to use SEMS and local government entities must use SEMS in order to be eligible for OES Inland Region
Mutual Aid Region III
Sutter County Operational Area
Fire & Rescue Coordinator
Law Enforcement Coordinator
Comprised of the cities, towns,
specials districts and

City of Yuba City - Emergency Operations Plan
September 2022 47 | P a g e

3.5.1 SEMS Organization Levels
SEMS operates among five organizational levels (see Figure Below): Field Response, Local Government, Operational Area, Region, and State. Each of these levels uses the functions, principles, and components of ICS, and the SEMS organizational model allows for a predetermined flow of resource requests and assistance though the various levels. SEMS is a flexible framework that allows for a scaled response to emergencies. Whether EOCs are activated at various SEMS levels will be determined by the requirements of the emergency.

Field Response Level The Field Level is where emergency response personnel and resources, under the command of the appropriate authority, carry out tactical decisions and activities in direct response to an incident or threat. SEMS regulations require the use of ICS at the field response level of an incident. The field response level is described in the SEMS Guidelines. At the SEMS field response level, unified command may be established for some multi-jurisdictional or multi-agency incidents. Unified command may be used when more than one agency has some significant jurisdiction over that incident. Under unified command, each agency with significant jurisdictional responsibility will assign an Incident Commander and appropriate resources to the incident.

Local Government Level The Local Government level includes cities, counties and special districts. Local governments manage and coordinate the overall emergency response and recovery activities within their own jurisdiction. To be eligible for state funding of response-related personnel costs, local governments are required to use SEMS when their EOCs are activated or a local emergency is declared or proclaimed. In SEMS, the local government emergency management organization, and its relationship and connections to the Field Response level, may vary depending on factors related to geographical size, population, function, or complexity. The local government level is described further in the SEMS Guidelines.

Operational Area (OA) Level Under SEMS, the operational area means an intermediate level of the State's emergency services organization, which encompasses the county and all political subdivisions located within the county. The operational area manages and/or coordinates information, resources, and priorities among local governments within the operational area and serves as the coordination and communication link between the local government level and the regional level. It is important to note that while an operational area always encompasses the entire county area, it does not necessarily mean that county government itself manages and coordinates the response and recovery activities within the county. In most cases, the county EOC will function as both the Operational Area EOC and the EOC for the county. The governing bodies of the county and the political subdivisions within the county decide the State
Region
Operational
Area
Local
Government
Field
carry out tactical decisions and activities in direct response to an incident or field response level
ommand may be
agency incidents. Unified
ommand may be used when more than one agency has some significant ommand, each agency with
significant jurisdictional responsibility will assign an Incident Commander The Local Government level includes cities,
counties and special districts. Local governments manage and coordinate the overall emergency response and recovery activities within To be eligible for state funding of response
costs, local governments are required to use SEMS when their EOCs are activated or a local emergency is declared or proclaimed. In SEMS, the local government emergency management organization
connections to the Field Response level

City of Yuba City - Emergency Operations Plan
September 2022 48 | P a g e
organization and structure within the operational area. The operational area level is described more fully in the SEMS Guidelines.

Region Level Because of its size and geography, California is divided into three California Emergency Management Agency (CAL-EMA) Administrative Regions Inland, Coastal and Southern which are further divided into six mutual aid regions. The Regional Level operates out of the Regional Emergency Operations Center (REOC). The purpose of a Mutual Aid Region is to provide for the more effective application and coordination of mutual aid and other emergency-related activities. Cal OES provides administrative oversight over the Mutual Aid Regions through three Administrative Regional Offices. In SEMS, the Regional level manages and coordinates information and resources among operational areas within the mutual aid region, and also between the operational areas and the State level. The Regional level also coordinates overall State agency support for emergency response activities within the Region.

The Regional level is described further in the SEMS Guidelines.

See Figure Below Inland Region Mutual Aid
State Level The state level of SEMS prioritizes tasks and coordinates state resources in response to the requests from the regional level and coordinates mutual aid among the mutual aid regions and between the regional level and state level. The state level also serves as the coordination and communication link between the state and the federal emergency response system. The state level requests assistance from other state governments through the Emergency Management Assistance Compact (EMAC) and similar interstate compacts/agreements and coordinates with the Federal Emergency Management Agency (FEMA) when federal assistance is requested. The state level operates out of the State Operations Center (SOC) at Cal OES Headquarters in Sacramento. The State level is described further in the SEMS Guidelines. level also coordinates overall State agency support for emergency response activities within the Region.

City of Yuba City - Emergency Operations Plan
September 2022 49 | P a g e

3.5.2 SEMS Functions
SEMS requires that every emergency response involving multiple jurisdictions or multiple agencies include the five functions identified in the Figure Below- SEMS Functions Chart. These functions must be applied at each level of the SEMS organization.

Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the SEMS EOC levels. Command and Management are further discussed below:

Command: A key concept in all emergency planning is to establish effective command and tactical control at the lowest level. In the Incident Command System (ICS), the Incident Commander (IC), with appropriate policy direction and authority from the responding agency, sets the objectives to be accomplished and approves the strategy and tactics to be used to meet those objectives. The IC must respond to higher authority, which d scope, could be the next ranking level in the organization up to the agency or department executive. This relationship provides an operational link with policy executives who customarily reside in the Department Operations Center (DOC) or EOC, when activated.

Single Command
In a single command structure, the Incident Commander is solely responsible for the overall management of an incident. Likewise, in a single management structure in the EOC, the EOC Director is solely responsible for the activities in the EOC.

Unified Command
Because large or complex incidents usually require a response by multiple agencies and jurisdictions, a unified command structure is invaluable in effectively managing and mitigating an emergency. In a unified command, all agencies having a jurisdictional responsibility at a multi-jurisdictional incident contribute to the process.

Command/Management
Operations Planning/Intelligence Logistics Finance/Administration Command is responsible for the directing, ordering, and/or controlling of resources Management is responsible for overall emergency policy and coordination at the SEMS EOC levels. Command and Management are further discussed below:

A key concept in all emergency planning is to
the lowest level. In the Incident Command System (ICS), the Incident Commander (IC), with appropriate policy direction and authority from the responding agency, sets the objectives to be accomplished and approves the strategy and tactics to be used to mee must respond to higher authority, which d
next ranking level in the organization up to the agency or department executive. This relationship provides an operational link with policy executives who customarily reside in the Department Operations Center (DOC) or EOC, when activated.

City of Yuba City - Emergency Operations Plan
September 2022 50 | P a g e
Unified Command contributes to the process by:

Determining overall incident objectives
Selecting strategies
Joint planning for tactical operations
Maximizing the use of all assigned resources
Developing the Incident Action Plan at the scene or an EOC Action Plan in the EOC
Management: The EOC serves as a central location from which multiple agencies or organizations coordinate information collection, information evaluation, priority setting and resource management.

Within the EOC the management functions include:
o Facilitates multiagency coordination and executive decision making in support of the incident response
o Implements the policies established by the governing bodies o Facilitate the activities of the Multiagency (MAC) Group Operations: Responsible for coordinating and supporting all jurisdictional operations in support of the response to the emergency through implementation of the organizational level's Action Plans (AP). At the Field Level, the operations section is responsible for the coordinated tactical response directly applicable to, or in support of the objectives in accordance with the Incident Action Plan (IAP).

In the EOC, the Operations Section Coordinator manages functional coordinators who share information and decisions about discipline-specific operations.

Logistics: Responsible for providing facilities, services, personnel, equipment and materials in support of the emergency. Unified ordering takes place through the Logistics Section Ordering Managers to ensure accountability over resource requests. As needed, Unit Coordinators are appointed to address the needs for communications, food, medical, supplies, facilities and ground support.

Planning/Intelligence: Responsible for the collection, evaluation and dissemination of operational information related to the incident for the preparation and documentation of the IAP at the field level or the AP at an EOC. Planning/Intelligence also maintains information on the current and forecasted situation and on the status of resources assigned to the emergency or the EOC. As needed, Unit Coordinators are appointed to collect and analyze data, prepare situation reports, develop action plans, set Geographic Information Systems (GIS) priorities, compile and maintain documentation, conduct advance planning, manage technical specialists and coordinate demobilization. coordination and executive decision making in support of the incident Implements the policies established by the governing bodies Facilitate the activities of the Multiagency (MAC) Group Responsible for coordinating and supporting all jurisdictional operations in support of the response to the emergency through implementation of the organizational level's Action Plans perations section is responsible for the coordinated tactical response le to, or in support of the objectives in accordance with the Incident Action Plan (IAP).

In the EOC, the Operations Section Coordinator manages functional coordinators who share information and decisions about discipline-specific operations.

Responsible for providing facilities, services, personnel, equipment and materials in support of the emergency. Unified ordering takes place through the Logistics Section Ordering Managers to ensure accountability over resource requests. As needed, Unit Co appointed to address the needs for communications, food, medical, supplies, facilities and ground

City of Yuba City - Emergency Operations Plan
September 2022 51 | P a g e
Finance/Administration: Responsible for all financial and cost analysis aspects of the emergency and for any administrative aspects not handled by the other functions. As needed, Unit Leaders are appointed to record time for incident or EOC personnel and hired equipment, coordinate procurement activities, process claims and track costs.

PRIMARY SEMS

FUNCTION FIELD RESPONSE LEVEL EOCS AT OTHER SEMS LEVELS Command/Management
Command is responsible for the
directing, ordering, and/or controlling
of resources.

Management is responsible for facilitation of
overall policy, coordination and support of the
incident.

Operations
The coordinated tactical response of
all field operations in accordance with
the Incident Action Plan.

The coordination of all jurisdictional operations
in support of the response to the emergency in
accordance with the EOC Action Plan.

Planning/Intelligence The collection, evaluation,
documentation and use of intelligence
related to the incident. Collecting, evaluating and disseminating information and maintaining documentation
relative to all jurisdiction activities.

Logistics
Providing facilities, services,
personnel, equipment and materials in
support of the incident.

Providing facilities, services, personnel,
equipment and materials in support of all
jurisdiction activities as required.

Finance/Administration Financial and cost analysis and
administrative aspects not handled by
the other functions. Responsible for coordinating and supporting administrative and fiscal consideration
surrounding an emergency incident.

Management is responsible for facilitation of
overall policy, coordination and support of the
incident.

The coordinated tactical response of
all field operations in accordance with
Plan.

The coordination of all jurisdictional operations
in support of the response to the emergency in
accordance with the EOC Action Plan.

The collection, evaluation,
documentation and use of intelligence
related to the incident.

City of Yuba City - Emergency Operations Plan
September 2022 52 | P a g e

3.5.3 SEMS Components
Management by Objectives
The Management by Objectives (MBO) feature of ICS, as applied to SEMS, means that each SEMS level establishes for a given Operational Period, measurable and attainable objectives to be achieved. Each objective may have one or more strategies and performance actions needed to achieve the objective.

Operational Period
The Operational Period is the length of time set by command at the field response level, and by management at other levels to achieve a given set of objectives. The operational period length of time varies based upon the size and scope of the incident.

Action Plans
Action planning should be used at all SEMS Levels. There are two types of action plans in SEMS: Incident Action Plans and EOC Action Plans. The Incident Action Plans (IAP) are used at the field response level.

The IAP can be either written or verbal although for documentation purposes the written IAP is preferable.

The IAP contains objectives reflecting the overall incident strategy and specific tactical actions and supporting information for the next operational period. Incident Action Plans are an essential and required element in achieving objectives under ICS.

EOC Action Plans are crafted at local government, operational area, region, and state EOC Levels. The use of EOC Action Plans provides designated personnel with knowledge of the objectives to be achieved and the steps required for achievement. EOC Action Plans provide direction and serve to provide a basis for measuring achievement of objectives and overall system performance. Action Plans can be extremely effective tools during all phases of a disaster.

Organizational Flexibility A Modular Organization
The intent of this SEMS feature is that at each SEMS Level only required elements to meet current objectives need to be activated and all elements of the organization may be arranged in various ways within or under the five SEMS essential functions.
nd at the field response level, and by management
The operational period length of time varies based upon Action planning should be used at all SEMS Levels. There are two types of action plans in SEMS: Incident Action Plans and EOC Action Plans. The Incident Action Plans (IAP) are used at the The IAP can be either written or verbal although for documentation purposes the written IAP is preferable.

The IAP contains objectives reflecting the overall incident strategy and specific tactical actions and supporting operational period. Incident Action Plans are an esse
achieving objectives under ICS.

EOC Action Plans are crafted at local g
of EOC Action Plans provides designated personnel with knowledge of the objectives to

City of Yuba City - Emergency Operations Plan
September 2022 53 | P a g e
The functions of any non-activated element are the responsibility of the next highest element in the organization. Each activated element must have a person in charge; however, one supervisor may be in charge of more than one functional element.

Organizational Unity and Hierarchy of Command
Organizational unity means that every individual within an organization has a designated supervisor.

Hierarchy of command/management means that all functional elements within each activated SEMS level are linked together to form a single overall organization with appropriate span of control limits.

Span of Control
Maintaining a reasonable span of control is the responsibility of every supervisor at all SEMS levels. The optimum span of control is one to five (meaning that one supervisor has direct supervisory authority over five positions or resources). The recommended span of control for supervisory personnel at the field response level and all EOC levels should be in the one-to-three to one-to-seven ratio. A larger span of control may be acceptable when the supervised positions or resources are all performing a similar activity.

Personnel Accountability
An important feature to all SEMS levels is personnel accountability. This is accomplished through the Organizational Unity and Hierarchy of Command or Management features, along with the use of check-in forms, position logs and various status forms. The intent is to ensure that there are proper safeguards in place so all personnel at any SEMS level can be accounted for at any time.

Common Terminology
In SEMS, common terminology is applied to: functional elements, position titles, facility designations, and resources. The purpose of having common terminology is to rapidly enable multi-agency, multi-jurisdiction organizations and resources to work together effectively. This will vary from level to level in terms of directing, controlling, coordinating, and resource inventorying. Procedures for effective resources management must be geared to the function and the level at which the function is performed.

Maintaining a reasonable span of control is the responsibility of every supervisor at all SEMS meaning that one supervisor has direct supervisory authority over five . The recommended span of control for supervisory personnel at the three to one-to-seven ratio. A larger span of control may be when the supervised positions or resources are all performing a similar activity.

An important feature to all SEMS levels is personnel accountability. This is accomplished through the Organizational Unity and Hierarchy of Command or Management features, along with the use of check forms, position logs and various status forms. The intent is to ensure that there are proper safeguards in place so all personnel at any SEMS level can be accounted for at any time.

City of Yuba City - Emergency Operations Plan
September 2022 54 | P a g e
Integrated Communications
This feature of SEMS relates to hardware systems, planning for system selection and linking, and the procedures and processes for transferring information. At the field response level, integrated communications are used on any emergency and it is imperative that between all SEMS levels there must be a dedicated effort to ensure that communications systems, planning and information flow are accomplished in an effective manner. The specifics of how this is accomplished at EOC Levels may be different than at the field response level.
*More on the SEMS Regulations and SEMS Guidelines can be found on the Cal-EMA Website. 3.6 National Incident Management System (NIMS) The terrorist attacks of September 11, 2001, illustrated the need for all levels of government, the private sector, and nongovernmental agencies to prepare for, protect against, respond to, and recover from a wide spectrum of events that exceed the capabilities of any single entity. These events require a unified and coordinated national approach to planning and to domestic incident management. To address this need, the President signed a series of Homeland Security Presidential Directives (HSPDs) that were intended to develop a common approach to preparedness and response. Two HSPDs that are of particular importance to emergency planners are listed below:

HSPD-5, Management of Domestic Incidents, identifies steps for improved coordination in response to incidents. It requires the Department of Homeland Security (DHS) to coordinate with other federal departments and agencies and state, local, and tribal governments to establish a National Response Framework (NRF) and a National Incident Management System (NIMS).

HSPD-8, National Preparedness, describes the way federal departments and agencies will prepare.

It requires DHS to coordinate with other federal departments and agencies and with state, local, and tribal governments to develop a National Preparedness Goal.

Together NIMS, the NRF, and the National Preparedness Goal define what needs to be done to prevent, protect against, respond to, and recover from a major event. The purpose is to define how it needs to be done and how well it needs to be done. These efforts align federal, state, local, and tribal entities with the private sector and nongovernmental agencies to provide an effective and efficient national structure for preparedness, incident management and emergency response.

NIMS provides a consistent framework for incident management at all jurisdictional levels regardless of the cause, size, or complexity of the incident. Building upon and authorities with the same foundation for incident management for terrorist attacks, natural disasters, and all other emergencies. NIMS requires the institutionalization of ICS and its use to manage all domestic incidents.
illustrated the need for all levels of government, the private sector, and nongovernmental agencies to prepare for, protect against, respond to, and recover from a wide spectrum of events that exceed the capabilities of any single entity. These events req coordinated national approach to planning and to domestic incident management. To address this need, the President signed a series of Homeland Security Presidential Directives (HSPDs) that were intended to reparedness and response. Two HSPDs that are of particular importance 5, Management of Domestic Incidents, identifies steps for improved coordination in response to incidents. It requires the Department of Homeland Security (DHS) to coordinate with other departments and agencies and state, local, and
Framework (NRF) and a National Incident Management System (NIMS). 8, National Preparedness, describes the way
It requires DHS to coordinate with other
ribal governments to develop a National Preparedness Goal.

City of Yuba City - Emergency Operations Plan
September 2022 55 | P a g e
Additionally, NIMS integrates existing best practices into a consistent, nationwide approach to domestic incident management that is applicable at all jurisdictional levels and across functional disciplines. Six major components mak
Command and Management
Preparedness
Resource Management
Communications and Information Management
Supporting Technologies
Ongoing Management and Maintenance
These are described in detail below in the following detail:

Command and Management - The National Incident Management System (NIMS) standard incident command structures are based on the following key organizational systems:

The Incident Command System (ICS)
Multi-Agency Coordination Systems (MACS)
Public Information Systems
Preparedness - Effective incident management begins with prevention and preparedness activities conducted continually and well in advance of any potential incident. Preparedness involves an integrated combination of planning, training, exercises, personnel qualifications and certification standards and couples these elements with equipment acquisition/certification.

Resource Management - NIMS defines standardized mechanisms and establishes requirements for processes to describe, inventory, mobilize, dispatch, track, and recover resources over the life cycle of an incident.

Communications and Information Management - NIMS identifies the requirement for a standardized framework for communications, information management (collection, analysis, and dissemination) and information- sharing at all levels of incident management.

Supporting Technologies -Technology systems provide supporting capabilities essential to implementing and refining NIMS. These include voice and data communications systems, information management systems (i.e., record keeping and resource tracking) and data display systems.

The National Incident Management System (NIMS) standard incident command structures are based on the following key organizational systems:

Agency Coordination Systems (MACS)
Effective incident management begins with prevention and preparedness activities well in advance of any potential incident. Preparedness involves an integrated , exercises, personnel qualifications and certification standards and equipment acquisition/certification.

Resource Management - NIMS defines standardized mechanisms and establishes requirements for processes to describe, inventory, mobilize, dispatch, track, and recover resources over the life cycle of an

City of Yuba City - Emergency Operations Plan
September 2022 56 | P a g e

3.7 Mutual Aid
California's emergency assistance is based on a statewide mutual aid system designed to ensure that overwhelmed or inadequate. The basis for this system is the California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA), which is entered into by and between the State of California, its various departments and agencies and the various political subdivisions, municipal corporations and public agencies to assist each other by providing resources during an emergency. The agreement obligates each signatory entity to provide aid to each other during an emergency without expectation of reimbursement. Under specific conditions, federal and state monies may be appropriated to reimburse public agencies who aid other jurisdictions. If other agreements, memoranda and contracts are used to provide assistance for consideration, the terms of those documents may affect disaster assistance eligibility and local entities may only be reimbursed if funds are available. This plan promotes the establishment of emergency assistance agreements between public and private sector agencies at all levels.

There are four approved, formal Mutual Aid Systems in California. These systems are:

Fire and Rescue
Law Enforcement
Coroner
Emergency Management (resources not covered by the other three systems) Other informal mutual aid involves, but is not limited to the interchange of the following:

Public Information
Medical and Health
Communications
Transportation Services
Facilities
Hazardous Materials Mutual Aid System
Volunteer and Private agencies
consideration, the terms of those documents may affect disaster assistance eligibility and l only be reimbursed if funds are available. This plan promotes the establishment of emergency assistance agreements between public and private sector agencies at all levels.

California. These systems are:

Emergency Management (resources not covered by the other three systems) Other informal mutual aid involves, but is not limited to the interchange of Public Information
Medical and Health

City of Yuba City - Emergency Operations Plan
September 2022 57 | P a g e

3.7.1 Mutual Aid Coordination
Formal mutual aid requests will follow specified procedures and are processed through pre-identified mutual aid coordinators. Mutual aid requests will follow discipline-specific chains (i.e. fire, law enforcement, emergency manager, etc.) from one level of government to the next. The mutual aid coordinator receives the mutual aid request and coordinates the provision of resources from within the coordinator's geographic area of responsibility. In the event resources are unavailable at one level of government, the request is forwarded to the next higher level of government to be filled.

Field Level Requests: Requests for MMAA resources originate from the field level and are managed by the Incident Commander (IC). If the IC is unable to obtain the resource through existing local channels, the request is elevated to the next successive government level until obtained or cancelled.

Local Government Request: Local jurisdictions are responsible for the protection of life and property within their municipal geographic boundaries. The local jurisdiction where the incident occurred should assess its resource inventory and existing local agreements to determine if the requested resource is available. When locally committed resources are exhausted and mutual aid is needed, the local official will request assistance from the OA Mutual Aid Coordinator.

Operational Area Requests: The OA is a composite of its political subdivisions, (i.e. municipalities, contract cities, special districts and county agencies). The OA Mutual Aid Coordinator assesses the availability of resources within the OA and fulfills the resource request based upon that assessment.

In the event resources are unavailable at the OA level, the request is forwarded to the responsible Region Mutual Aid Coordinator to be filled.

Region Level Requests: The state is geographically divided into six Mutual Aid Regions. For Law Enforcement Mutual Aid, Region I is divided into two sub-regions. Each Mutual Aid Region is comprised of multiple operational areas and has a Regional Mutual Aid Coordinator. The Region Mutual Aid Coordinator is granted the authority to coordinate the mutual aid response of disciplinespecific resources within the region to support a mutual aid request by a jurisdiction also within the region. In the event resources are unavailable at the regional level, the request is forwarded to the State Mutual Aid Coordinator to be filled.

State Level Requests: On behalf of the Governor, the Secretary of Cal-EMA has the responsibility for coordination of state mutual aid resources in support of local jurisdictions during times of emergency. The Secretary will analyze and coordinate the request by forwarding the request to an unaffected REOC or tasking an appropriate state agency to fill the need. government level until obtained or cancelled.

Local jurisdictions are responsible for the protection of life and municipal geographic boundaries. The local jurisdiction where the incident occurred should assess its resource inventory and existing local agreements to determine if the requested resource is available. When locally committed resources are exhausted and needed, the local official will request assistance from the OA Mutual Aid Coordinator.

The OA is a composite of it
contract cities, special districts and county agencies). The OA Mutual Aid Coordinator assesses the availability of resources within the OA and fulfills the resource request based upon that assessment.

In the event resources are unavailable at the OA level, the request is forwarded to the responsible Mutual Aid Coordinator to be filled.

Region Level Requests: The state is geographically divided into six Mutual Aid Regions. For Law Enforcement Mutual Aid, Region I is divided into two sub

City of Yuba City - Emergency Operations Plan
September 2022 58 | P a g e
Figure Below- Discipline-Specific Mutual Aid Systems documents the flow of information, resources requests and resources within specific mutual aid agreement relative to the SEMS organization levels.

Figure Below Flow of Requests and Resources depicts the resource management process for the state under SEMS. In this model, the affected local government has the ability to access all stakeholders at all levels of the system
state under SEMS. In this model, the affected local government has the ability to access all stakeholders at

City of Yuba City - Emergency Operations Plan
September 2022 59 | P a g e

3.8 Sequence of Events During Disasters
Two sequences of events are typically associated with disasters:

Response Sequence, which generally describes the emergency response activities to save lives, protect property and preserve the environment. This sequence describes deployment of response teams, activation of emergency management organizations and coordination among the various levels of government.

Emergency Proclamation Sequence, which outlines the steps to gain expanded emergency authorities needed to mitigate the problem. It also summarizes the steps for requesting state and federal disaster assistance.

3.8.1 Before Impact
Routine Monitoring for Alerts, Watches and Warnings: Emergency officials constantly monitor events and the environment to identify specific threats that may affect their jurisdiction. This allows an increase in the awareness level and preparation of emergency personnel and the community when a threat is approaching or imminent.

Increased Readiness: Sufficient warning provides the opportunity for response agencies to increase ely respond once the
emergency occurs. This includes, but is not limited to the following:

Briefing government officials.

Reviewing plans and procedures.

Preparing and disseminating information to the community.

Updating resource lists.

Testing systems such as warning and communications systems.

Precautionary activation of an EOC or DOC.

Pre-Impact: When a disaster is foreseen as highly likely, action is taken to save lives and protect property.

During this phase, warning systems are activated, evacuation begins and resources are mobilized.

Routine Monitoring for Alerts, Watches and Warnings: Emergency officials constantly monitor events and the environment to identify specific threats that may affect their jurisdiction of emergency personnel and the community when a threat is Sufficient warning provides the opportunity for response agencies to increase emergency occurs. This includes, but is not limited to
Briefing government officials.

Reviewing plans and procedures.

City of Yuba City - Emergency Operations Plan
September 2022 60 | P a g e

3.8.2 Immediate Impact
During this phase, emphasis is placed on control of the situation, saving lives and minimizing the effects of the disaster.

Alert and Notification: Local response agencies are primarily alerted, by the public, about an incident through 9-1-1. However, other methods can be used such as notification by another response agency or group. First responders are then notified of the incident, via an alert, and the proper personnel and resources respond.

Resource Mobilization: Response agencies activate personnel and then mobilize to support the incident response. As the event escalates and expands, additional resources are activated and mobilized to meet the growing demands of the incident. Activation and mobilization continue for the duration of the emergency as additional resources are needed to support the response. This includes resources from within the city, or, when resources are exhausted, from surrounding unaffected jurisdictions.

Incident Response: Immediate response is accomplished within the city by local responders. First responders arrive at the incident and function within their established field level plans and procedures. The responding agencies will manage all incidents in accordance with ICS organizational structures, doctrine and procedures.

Establishing Incident Command: Incident Command is established to direct, order, or control resources by virtue of some explicit legal, agency or delegated authority. Initial actions are coordinated through the onscene Incident Commander (IC). The Incident Commander develops an initial Incident Action Plan (IAP), which sets priorities for the incidents, assigns resources and includes a common communications plan. If multiple jurisdictions or agencies are involved, the first responders will establish a Unified Incident Command Post (ICP) to facilitate multi-jurisdictional and multi-agency policy decisions. The Incident Commander may implement an Area Command to oversee multiple incidents that are handled by separate ICS organizations or to oversee the management of a very large or evolving incident that has multiple incident management teams engaged.

Activation of the Multiagency Coordination System (MACS): Responding agencies will coordinate and support emergency management and incident response objectives through the development and use of integrated Multi-agency Coordination Systems (MACS) and MAC Groups. This includes developing and maintaining connectivity capability between ICP, local 9-1-1 Centers, local Emergency Operations Centers (EOC), REOC, the SOC and federal EOC and NRF organizational elements. then
response. As the event escalates and expands, additional resources are activated and mobilized to Activation and mobilization continue for the duration of the emergency as additional resources are needed to support the response. This includes resources from within the city, or, when resources are exhausted, from surrounding unaffected jurisdictions.

Immediate response is accomplished within the city by local responders. First responders arrive at the incident and function within their established field level plans and procedures. The idents in accordance with ICS organizational structures, doctrine and Establishing Incident Command: Incident Command is established to direct, order, or control resources by virtue of some explicit legal, agency or delegated authority. scene Incident Commander (IC). The Incident Commander develops an initial Incident Action Plan (IAP), which sets priorities for the incidents, assigns resources and includes a common communications plan. If ltiple jurisdictions or agencies are involved, the first responders will establish a Unified Incident Command

City of Yuba City - Emergency Operations Plan
September 2022 61 | P a g e
Local EOC Activation: Local jurisdictions activate their local EOC based on the magnitude or need for more coordinated management of the emergency. When activated, local EOCs help form a common operating picture of the incident by collecting, analyzing and disseminating emergency information. The local EOC can also improve the effectiveness of the response by reducing the amount of external coordination of resources by the Incident Commander by providing a single point of contact to support multi-agency coordination. When activated the local EOC notifies the OA lead that the local EOC has been activated.

Communications between Field and the EOC: When a jurisdiction EOC is activated, communications and coordination are established between the IC and the Department Operations Center (DOC) to the EOC, or between the IC and the EOC.

Operational Area (OA) EOC Activation: If one or more local EOCs are activated, or if the event requires resources outside the affected jurisdiction, the OA EOC activates. The OA EOC also activates if a local emergency is proclaimed by the affected local government. The OA EOC then coordinates resource requests from the affected jurisdiction to an unaffected jurisdiction, or if resources are not available within the operational area, forwards the resource request to the REOC and mutual aid coordinators.

Regional Emergency Operations Center (REOC) Activation: Whenever an Operational Area EOC is activated the Cal-EMA Regional Administrator will activate the REOC within the affected region and notifies Cal-EMA Headquarters. The REOC will then coordinate resource requests from the affected operational area to unaffected operational areas within the affected region, or, if resources are not available within the affected region, resource requests are forwarded to the SOC for coordination.

State Level Field Teams: The state may deploy Field On-Site Observation Teams (FOOT) to provide situation reports on the disaster to the REOC in coordination with the responsible Unified Command.

State Operations Center (SOC) Activation: The SOC is activated when the REOC activates in order to:

Continuously monitor the situation and provide situation reports to brief state officials as appropriate.

Process resource requests between the affected regions, unaffected regions and state agency Department Operation Centers.

Process requests for federal assistance and coordinate with Federal Incident Management Assistance Teams (IMATs) when established.

Coordinate interstate resource requests as part of the Emergency Management Assistance Compact (EMAC) or Interstate Disaster and Civil Defense Compact. ocal EOCs are activated, or if the event requires
resources outside the affected jurisdiction, the OA EOC activates. The OA EOC also activates if a mergency is proclaimed by the affected local government. The OA EOC then coordinates resource requests from the affected jurisdiction to an unaffected jurisdiction, or if resources are not available within the rea, forwards the resource request to the REOC and mutual aid coordinators. ns Center (REOC) Activation: Whenever an Operational Area EOC is EMA Regional Administrator will activate the REOC within the affected region and notifies EMA Headquarters. The REOC will then coordinate resource requests from the affected perational areas within the affected region, or, if resources are not available within the affected region, resource requests are forwarded to the SOC for coordination.

The state may deploy Field On
situation reports on the disaster to the REOC in coordination with the responsible Unified Command.

City of Yuba City - Emergency Operations Plan
September 2022 62 | P a g e
The SOC may also be activated independently of a REOC to continuously monitor emergency conditions.

Joint Information Center (JIC) Activation: Where multiple agencies are providing public information, the lead agencies will work together to analyze the information available and provide a consistent message to the public and the media. Where practical the agencies will activate a joint information center to facilitate the dissemination of consistent information.

Department Operations Center (DOC) Activation: Each state agency may activate a department operations center to manage information and resources assigned to the incident. If a DOC is activated, an agency representative or liaison may be deployed to facilitate information flow between the two facilities.

FEMA Regional Response Coordination Center (RRCC) Activation: The FEMA RRCC may deploy a liaison or IMAT to the SOC to monitor the situation and provide situational awareness to federal officials.

3.8.3 Sustained Operations
As the emergency situation continues, further emergency assistance is provided to victims of the disaster and efforts are made to reduce the likelihood of secondary damage. If the situation grows in demands, mutual aid is provided, as well as growth in services like search and rescue, shelter and care, and identification of victims and victim needs.

3.8.4 Transition to Recovery
As the initial and sustained operational priorities are met, emergency management officials then begin to consider the recovery phase needs. Short-term recovery activities include returning vital life support systems to minimum operating standards and the long-term activity and plans are designed to return to normal activities in the majority of areas, as the situation allows.

Recovery planning should include reviews of ways to avert or mitigate future emergencies. During the recovery phase, damage is assessed, local assistance centers and disaster recovery centers are opened and hazard mitigation surveys are performed.
operations center to manage information and resources assigned to the incident. If a DOC is activated, an gency representative or liaison may be deployed to facilitate information flow between the two facilities.

FEMA Regional Response Coordination Center (RRCC) Activation: The FEMA RRCC may deploy a provide situational awareness to federal officials.

As the emergency situation continues, further emergency assistance is provided to victims of the disaster and efforts are made to reduce the likelihood of secondary damage. If the aid is provided, as well as growth in services like
and victim needs.

City of Yuba City - Emergency Operations Plan
September 2022 63 | P a g e
Local Assistance Centers: Local Assistance Centers (LACs) are opened by local governments to assist communities by providing a centralized location for services and resource referrals for unmet needs following a disaster or significant emergency. The LAC is normally staffed and supported by local, state and federal agencies, as well as non-profit and voluntary organizations. The LAC provides a single facility at which individuals, families and businesses can access available disaster assistance programs and services. As more federal resources arrive, a state-federal Disaster Recovery Center (DRC) may be collocated with the LACs.

Joint Field Office: The state coordinates with FEMA as necessary to activate a JFO to coordinate federal support for the emergency. The state will appoint a State Coordinating Officer (SCO) to serve as the state point of contact. A Federal Coordinating Officer (FCO) is appointed upon a Presidential Declaration of an Emergency or Major Disaster.

Demobilization: As resources are no longer needed to support the response and recovery, or the response activities cease, resources are then demobilized. Demobilization includes provisions to address and validate the safe return of resources to their original location and include processes for resource tracking and ensuring applicable reimbursement. Where applicable, the demobilization should include compliance with mutual aid and assistance provisions.

3.8.5 Proclaiming an Emergency
The California Emergency Services Act provides for three types of emergency proclamations in California:

Local Emergency
State of Emergency
State of War Emergency
Emergency proclamations expand the emergency powers and authorities of the state and its political subdivisions. They also provide a mechanism for unaffected jurisdictions to provide resources and assistance to the affected jurisdictions. Although emergency proclamations facilitate the flow of resources and support to the affected jurisdictions and local government, they are not a prerequisite for rendering mutual aid and assistance under existing agreements or requesting assistance from the American Red Cross (ARC) or other various state agencies.

Local Emergency Proclamation: A local emergency may be proclaimed by the Mayor, the City Council or by the City Manager (Director of Emergency Services) or their designee and the local emergency proclaimed by these individuals must be ratified by the Yuba City Council within seven days.

The governing body must review the need to continue the proclamation at least every 30 days until the local emergency is terminated. The local emergency must be terminated by resolution as soon as d to support the response and recovery
demobilized. Demobilization includes provisions to address and validate the safe return of resources to their original location and include processes for resource applicable reimbursement. Where applicable, the demobilization should include compliance with mutual aid Proclaiming an Emergency
The California Emergency Services Act provides for three types of emergency proclamations in California:

State of Emergency
State of War Emergency
Emergency proclamations expand the emergency powers and authorities of the state and its political

City of Yuba City - Emergency Operations Plan
September 2022 64 | P a g e
conditions warrant. Proclamations are normally made when there is an actual incident or threat of disaster or extreme peril to the safety of persons and property within the City of Yuba City, caused by natural, technological or human-caused situations or events.

The proclamation of a Local Emergency provides the governing body with the legal authority to:
o If necessary, request that the Governor proclaim a State of Emergency and/or that the Director of FEMA/DHS authorize a Presidential Declaration. o Promulgate or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew within designated boundaries.
o Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements. o Request state agencies and other jurisdictions to provide mutual aid. o Require the emergency services of any local official or employee. o Requisition necessary personnel and materials from any local department or agency. o Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use.
o Impose penalties for violation of lawful orders.
o Conduct emergency operations without incurring legal liability for performance, or failure of performance. (Note: Article 17 of the Emergency Services Act provides for certain privileges and immunities.)
Request for Cal EMA Local governments can request cost
reimbursement from the state for certain disaster related repair costs under the California Disaster Assistance Act (CDAA) following the proclamation of a local e concurrence with the local proclamation is required for this reimbursement. This step is not required Request for the Governor to Proclaim a State of Emergency: When emergency conditions exceed or have the potential to exceed local resources and capabilities, local governments may request that the Governor Proclaim a State of Emergency. The formal request may be included in the original emergency proclamation or as a separate document. The request must be received within ten days of the event. In addition to providing access to reimbursement for eligible disaster such as the waiver of state regulations impacting response or recovery operations.

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. rvices of any local official or employee.

Requisition necessary personnel and materials from any local department or agency.

Obtain vital supplies and equipment and, if required, immediately commandeer the same for tion of lawful orders.

Conduct emergency operations without incurring legal liability for performance, or failure of performance. (Note: Article 17 of the Emergency Services Act provides for certain privileges and immunities.)
Request for Cal EMA
reimbursement from the state for certain disaster
Assistance Act (CDAA) following the proclamation of a
ence with the local proclamation is required for this reimbursement. This step is not required

City of Yuba City - Emergency Operations Plan
September 2022 65 | P a g e
Initial Damage Estimate: The request for a S
should include a copy of the proclamation document and an Initial Damage Estimate (IDE) that estimates the severity and extent of the damage caused by the emergency. An IDE may not be immediately required for sudden emergencies with widespread impacts, emergencies of significant magnitude, or during fast moving emergencies where immediate response assistance is necessary.

Analysis of Request: The request and the IDE are reviewed by the Cal EMA Region and a recommendation is made to the Governor through the Secretary of Cal EMA.

Proclamation of a State Emergency: The Governor proclaims a State of Emergency based on the formal request from the local governing body and the recommendation of Cal EMA. If conditions and time warrant, the Governor drafts and signs a formal State of Emergency Proclamation. The Governor has expanded emergency powers during a proclaimed State of Emergency.

The Governor can do the following:
o Has the right, vested in the State Constitution and the laws of California within a designated area, to exercise police power as deemed necessary.
o Is vested with the power to use and commandeer public and private property and personnel to ensure all resources within California are available and dedicated to the emergency when requested.
o Can direct all state agencies to utilize and employ personnel, equipment and facilities for the performance of any and all activities designed to prevent or alleviate actual and threatened damage due to the emergency and can direct them to provide supplemental services and equipment to political subdivisions to restore any services in order to provide for the health and safety of the residents of the affected area.
o May make, amend, or rescind orders and regulations during an emergency and temporarily suspend any non-safety-related statutes, ordinances, regulations, or rules that impose restrictions on the emergency response activities.

A request from the local governing body is
not always necessary for the Governor to proclaim a State of Emergency. The Governor can proclaim a State of Emergency if the safety of persons and property in California are threatened by conditions of extreme peril or if the emergency conditions are beyond the emergency response capability and capabilities of the local authorities. This situation is rare in occurrence and implementation.
and time warrant, the Governor drafts and signs a formal State of Emergency Proclamation. The r has expanded emergency powers during a proclaimed State of Emergency. , vested in the State Constitution and the laws of California within a designated to exercise police power as deemed necessary.

Is vested with the power to use and commandeer public and private property and personnel to ensure all resources within California are available and dedicated to the emergency when Can direct all state agencies to utilize and employ personnel, performance of any and all activities designed to prevent or alleviate actual and threatened damage due to the emergency and can direct them to provide supplemental services and equipment to political subdivisions to restor
and safety of the residents of the affected area.

May make, amend, or rescind orders and regulations during an emergency and temporarily suspend any non-safety
restrictions on the emergency response activities.

City of Yuba City - Emergency Operations Plan
September 2022 66 | P a g e
Proclamation of a State of War Emergency: In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever California or the nation is attacked by an enemy of the United States, or upon receipt by California of a warning from the federal government indicating that such an enemy attack is probable or imminent. The powers of the Governor granted under a State of War Emergency are commensurate with those granted under a State of Emergency.

State Request for a Presidential Declaration: When it is clear that state capabilities will be exceeded, the Governor can request federal assistance, including assistance under the Robert T.

Stafford Disaster Relief and Emergency Assistance Act (Stafford Act). The Stafford Act authorizes the President to provide financial and other assistance to state and local governments, certain private nonprofit organizations, and individuals to support response, recovery, and mitigation efforts following Presidential emergency or major disaster declarations.

Preliminary Damage Assessment: Upon submission of the request, FEMA coordinates with the state to conduct a Preliminary Damage Assessment (PDA) and determine if the incident is of sufficient severity to require federal assistance under the Stafford Act. This process could take a few days to a week depending on the magnitude of the incident. FEMA uses the results of the PDA to determine if the situation is beyond the combined capabilities of the state and local resources and to verify the need for supplemental federal assistance. The PDA also identifies any unmet needs that may require immediate attention. The PDA may not be required if immediate response assistance is necessary.

The FEMA Regional Administrator assesses the
situation and the request and makes a recommendation to the President through the Federal Department of Homeland Security on a course of action. The decision to approve the request is based on such factors as the amount and type of damage, the potential needs of the affected jurisdiction and the state, availability of state and local government resources, the extent and type of Federal Declarations without a PDA: If the incident is so severe that the damage is overwhelming and immediately apparent, the President may declare a major disaster immediately without waiting for the PDA process described above.
authorizes the President to provide financial and other assistance to support response, recovery, and mitigation
efforts following Presidential emergency or major disaster declarations.

Upon submission of the request, FEMA coordinates with the state to conduct a Preliminary Damage Assessment (PDA) and determine if the incident is of sufficient severity to require federal assistance under the Stafford Act. This process could take a few days to a week depending on the magnitude of the incident. FEMA uses the results of the PDA to f the situation is beyond the combined capabilities of the state and local resources and to verify the need for supplemental federal assistance. The PDA also identifies any unmet needs that may require immediate attention. The PDA may not be required if situation and the request and makes a recommendation to the President through the Federal Department of Homeland Security o

City of Yuba City - Emergency Operations Plan
September 2022 67 | P a g e
Declaration of Emergency or Major Disaster: The President of the United States can declare an Emergency or Major Disaster under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 USC §5121 et seq.), thereby providing federal government resources to support and recovery activities. While Presidential Declarations under the Stafford Act release federal resources and funding to support response and recovery, federal agencies may also provide aid under other authorities or agreements that do not require a Presidential Declaration.

The sequence of activities occurring for the emergency response and the proclamation process is illustrated in the Figure Below Response Phase Sequence of Events.

City of Yuba City - Emergency Operations Plan
September 2022 68 | P a g e

3.9 Incident Management

3.9.1 Activation
When an emergency situation arises and it is determined that the normal organization and functions of city government are insufficient to effectively meet response requirements, the Director of Emergency Services (City Manager), or Emergency Services Coordinator(s) (Fire Chief/Police Chief), may implement the Emergency Operations Plan as deemed appropriate for the situation or at the request of an on -scene incident commander. In addition, either the Director of Emergency Services or the Emergency Services Coordinator(s)s
severity, and anticipated duration. An emergency declaration is not required in order to implement the EOP or activate the EOC. Upon notification that the EOC has been activated and/or an emergency has been declared, all involved city emergency services will implement their respective plans and procedures, and provide the Director of Emergency Services and/or Emergency Services Coordinator(s) with the following information:

Operational status
Readiness and availability of resources
Changing conditions and status of resources (personnel, equipment, facilities, supplies, etc.) Significant concerns and issues dealing with potential or actual loss of life or property

3.9.2 Alert and Warning
Warnings, emergency information, emergency notifications, or disaster reports received by city personnel will be relayed to the Emergency Services Director, Emergency Services Coordinator(s) and the Yuba City Police Dispatch Center. City response personnel will communicate and receive notifications using traditional communications technology, such as landline and cellular telephones, faxes, pagers, internet/email, and department radios, throughout the duration of response activities as long as these resources are available.

Emergency notification procedures are established among the response community, and call-down lists/continuity of operation plans are updated and maintained by each agency and department. External partners will be notified and coordinated through the City EOC or dispatch center as appropriate. . Upon notification that the EOC has been activated and/or an emergency has been ity emergency services will implement their respective plans and procedures, and provide the Director of Emergency Services and/or Emergency Services Coordinator Changing conditions and status of resources (personnel, equipment, facilities, supplies, etc.) Significant concerns and issues dealing with potential or actual loss of life or property Alert and Warning
Warnings, emergency information, emergency notifications, or disaster reports received by be relayed to the Emergency Services Director, Emergency Services Dispatch Center. City response personnel will communicate and receive notifications using traditional communications technology, such as landline and cellular telephones, faxes, pagers, internet/email, and

City of Yuba City - Emergency Operations Plan
September 2022 69 | P a g e

3.9.3 Communications
The ability of responders from different agencies and disciplines to work together depends greatly on their ability to communicate with each other. Plain language and clear text communication are essential to first responder and public safety and will be used by all city personnel during emergencies. The use of common terminology enables emergency responders, EOC personnel, and city staff, as well as personnel from neighboring jurisdictions, the county, or state to communicate clearly and effectively with each other. Clear and concise communication will aid in the coordination of scope, or complexity. Through the County
media alerts, a public warning and broadcast system has been established for the city to provide emergency information and instructions during a pending or actual emergency incident or disaster.

The success of communication between agencies and other involved members will depend on interoperability. Interoperability is the ability of public and private agencies, departments and other organizations to operate and communicate effectively together through the use of systems, personnel, and equipment. In recognition that successful emergency management and incident response operations require the continuous flow of critical information among jurisdictions, disciplines, organizations, and agencies, interoperability plans or procedures should be developed that include training and exercises. Additionally the development of SOPs, advancement of new technology and considerations of individual agency governance should be evaluated continuously to ensure operations are functional within a stressful and often chaotic context of a major response. Interoperable voice, data, or video-ondemand communications systems allow emergency management/response personnel to communicate within and across agencies and jurisdictions in real time, when needed and when authorized. Training and system tests will be crucial to ensure that inoperability is a priority and that systems are in place and work when the situation arises.

3.9.4 Situational Awareness and Intelligence Gathering
Situational awareness and intelligence gathering are necessary to maintain a common operating picture among response agencies and is the basis for emergency alert and warning (when an incident alert is not received by an outside agency). Situational awareness is the ongoing process of collecting, analyzing and sharing information across agencies and intergovernmental levels and the private sector. Intelligence gathering is the collecting of security and operational information, such as collection of severe weather forecasts from the National Weather Service. Intelligence gathering may also be used to detect, prevent, apprehend, and prosecute criminals planning terrorist incidents.

The success of communication between agencies and other involved members will depend on and private agencies, departments and other
organizations to operate and communicate effectively together through the use of systems, personnel, and equipment. In recognition that successful emergency management and incident response operations require continuous flow of critical information among jurisdictions, disciplines, organizations, and agencies, interoperability plans or procedures should be developed that include training and exercises advancement of new technology and considerations of individual agency should be evaluated continuously to ensure operations are functional chaotic context of a major response. Interoperable voice, data, or video allow emergency management/response personnel to communicate within and across agencies and jurisdictions in real time, when needed and when authorized. ensure that inoperability is a priority and that systems are in place and work when the situation arises.

Situational Awareness and Intelligence Gathering

City of Yuba City - Emergency Operations Plan
September 2022 70 | P a g e
On a day-to-day basis and during low level incidents when the EOC is not fully activated, the city, primary response/service agencies and supporting response agencies should do the following:

Be aware of their surroundings and identify and report potential threats and dangerous situations Share and evaluate information from multiple sources
Integrate communications and reporting activities among responding agencies Monitor threats and hazards
Share forecasting of incident severity and needs
If activated, the EOC Planning Section Chief will lead situational awareness and intelligence gathering activities and functions, unless otherwise designated. If a criminal or terrorist incident is suspected, the City Police Department will notify the California State Terrorism Threat Assessment Center (STTAC) through Cal OES. During a terrorist incident, the STTAC may support situational awareness and intelligence gathering functions.

3.9.5 Resource Management
When the EOC is activated, the logistics and planning sections have primary responsibility for coordinating the resource management effort and have authority under emergency conditions to establish priorities for the assignment and use of all city resources. In a situation where resource allocations are in dispute, the Emergency Services Director has the final allocation authority. City resources will be allocated according to the following guidelines:

Deploy resources according to the following priorities:

1. Protection of life

2. Protection of responding resources

3. Protection of public facilities

4. Protection of private property
Distribute resources to make the most effective difference in the mission outlined in the plan.

Coordinate citizen appeals for assistance through the Public Information Officer (PIO) at the EOC or Joint Information Center (JIC). Use local media, social media and emergency notifications to provide citizens with information about where to make these requests.

Activate mutual aid agreements as necessary to supplement local resources.

When all local resources are committed or expended, issue a request to the SEMS Operational Area for county, regional, state and federal resources through an emergency declaration.

Police Department will notify the California State Terrorism Threat Assessment Center (STTAC) through Cal OES. During a terrorist incident, the STTAC may support situational awareness and intelligence gathering lanning sections have primary responsibility for coordinating the resource management effort and have authority under emergency conditions to establish priorities for the ity resources. In a situation where resource allocations are in dispute, the Emergency Services Director has the final allocation authority. City resources will be allocated according to Deploy resources according to the following priorities:

1. Protection of life

2. Protection of responding resources

3. Protection of public facilities

4. Protection of private property

City of Yuba City - Emergency Operations Plan
September 2022 71 | P a g e
Resource Typing
Resource typing is a method for standardizing equipment requests and managing resources during an incident in accordance with SEMS and NIMS and is based on specific resource capability. A Type 1 resource provides a greater overall capability due to power, size, capacity, etc., than would be found in a Type 2 resource. Resource typing provides managers with additional information in selecting the best resource for the task. A resource typed list can increase the usefulness of the tools requested during an emergency and may reduce costs by eliminating orders for equipment that are inaccurate or inappropriate for the situation.

Credentialing of Personnel
At this time, the City has not implemented a formalized credentialing program. Should one be implemented, the program will be developed with technical assistance from Cal OES and will provide for documenting personnel and authenticating and verifying their qualifications.

Volunteer and Donations Management
At this time the city does not have a formal volunteer and donations management program in place. Should one be developed, the program will work to ensure the most efficient and effective use of unaffiliated volunteers, unaffiliated organizations, and unsolicited donated goods to support events and incidents.

Technical assistance for implementing SEMS/NIMS/ICS volunteer and donations management procedures is available from Cal OES.

During an incident, when the EOC is activated and an emergency has not been declared, the Emergency Services Coordinator (or designee) will coordinate and manage volunteer services and donated goods through the City EOC, with support from the Red Cross, Salvation Army, The Trauma Intervention Program (TIP), and other volunteer organizations. If the incident escalates and requires a declaration of an emergency, then the Emergency Services Coordinator (or designee) will coordinate volunteer and donations management support with the Operational Area Coordinator.

At this time, the City has not implemented a formalized credentialing program. Should the program will be developed with technical assistance from Cal OES and will provide for documenting ity does not have a formal volunteer and donations management program in place. Should one be developed, the program will work to ensure the most efficient and effective use of unaffiliated volunteers, unaffiliated organizations, and unsolicited donated go Technical assistance for implementing SEMS/NIMS/ICS volunteer and donations management procedures During an incident, when the EOC is activated and an emergency has not been declared, the Em Services Coordinator (or designee) will coordinate and manage volunteer services and donated goods through the City EOC, with support from the Red Cross, Salvation Army, The , and other volunteer organizations. If t
then the Emergency Services Coordinator (or designee) will coordinate volunteer and donations

City of Yuba City - Emergency Operations Plan
September 2022 72 | P a g e

3.9.6 Emergency Public Information
The State of California, through OES, is available to assist local officials with public information when: (1) the means of disseminating public information at the local level is damaged or overwhelmed; (2) critical information needs to be disseminated to victims, responders, recovery personnel and members of the media; or (3) multiple response agencies and levels of government need to work cooperatively to provide consistent emergency information.
lic Information program is managed by the Information and Public Affairs Branch of the State Operation Center. This program is designed to coordinate public information and public affairs activities between involved agencies.

3.9.7 Access and Functional Needs Populations
Access to emergency services shall not be denied on the grounds of color, national origin, sex, age, sexual orientation, or functional needs. Access and functional needs populations (also referred to as vulnerable populations and special needs populations) are members of the community who experience physical, mental, or medical care needs and who may require assistance before, during and after an emergency incident.

Theses specific population may need specific assistance after exhausting their usual resources and support network.

Examples of individuals who have access and functional needs include, but are not limited to:

Individuals who are deaf or hard of hearing
Individuals with vision impairment or blindness
Individuals with limited English proficiency
Children and the elderly
Individuals without vehicles
Individuals with special dietary needs
Individuals who experience physical disabilities
Individuals who experience mental/cognitive disabilities Persons with access and functional needs within the city have the primary responsibility for minimizing the impact of disasters through personal preparedness activities. To the greatest extent possible, the Director of Emergency Services and the Emergency Services Coordinator(s) will assist them in carrying out this responsibility by providing preparedness information, emergency public information, and critical public services in an accessible manner.
al Needs Populations
Access to emergency services shall not be denied on the grounds of color, national origin, sex, age, sexual unctional needs populations (also referred to as vulnerable cial needs populations) are members of the community who experience physical, mental, or medical care needs and who may require assistance before, during and after an emergency incident Theses specific population may need specific assistance after exhaus Examples of individuals who have access and functional needs include, but are not limited to:

Individuals who are deaf or hard of hearing
Individuals with vision impairment or blindness
Individuals with limited English

City of Yuba City - Emergency Operations Plan
September 2022 73 | P a g e

3.9.8 Animals in Disaster
While the protection of human life is paramount, the need to care for domestic livestock and/or companion animals plays into decisions made by people affected by disasters. Preparing for the care of animals during a disaster is the responsibility of owners. However, the city may coordinate with local animal owners, veterinarians, and animal advocacy groups and charities sponsored by private organizations to address animal-related issues that arise during an emergency. The city currently has an agreement in place with the Sutter Animal Services Agency (SASA) to provide limited animal companion sheltering capabilities during a large-scale incident. If local resources are insufficient to meet the needs of animals during a disaster, the city may request assistance through the county OES, animal advocacy groups and animal rescue services.

3.9.9 Demobilization
As the emergency situation progresses and the immediate response subsides, a transition period will occur during which emergency responders will hand responsibility for emergency coordination to agencies involved with short and long-term recovery operations.

The following issues will be considered when demobilizing:

Identification of surplus resources and probable resource release times Demobilization priorities as established by the on-scene Incident Commander and/or EOC Director Released or demobilized response resources as approved by the on-scene Incident Commander and/or EOC Director
Repair and maintenance of equipment, if necessary.

The Director of Emergency Services, with advice from the EOC Director, Emergency Services Coordinator(s), and/or on-scene Incident Commander, will determine when a State of Emergency no longer exists. At this point emergency operations can be scaled back or terminated and normal city functions can be restored.

As the emergency situation progresses and the immediate response subsides, a transition period will occur during which emergency responders will hand responsibility for emergency coord The following issues will be considered when demobilizing:

Identification of surplus resources and probable resource release times Demobilization priorities as established by the on
Released or demobilized response resources as approved by the on and/or EOC Director
Repair and maintenance of equipment, if necessary.

The Director of Emergency Services, with

City of Yuba City - Emergency Operations Plan
September 2022 74 | P a g e

3.9.10 Transition to Recovery
Once the immediate response phase has been completed, the city will turn towards a primary focus of recovery and restoration of government function and community services. A transition from response to recovery may occur at different times and with differing levels throughout areas of the city.

Short-term operations seek to restore vital services to the community and provide for the basic needs of the public, such as bringing necessary lifeline systems (e.g., power, communication, water and sewage, disposal of solid and hazardous wastes, or removal of debris) to an acceptable standard while providing for basic human needs (e.g., food, clothing, and shelter). Once stability is achieved, the city can concentrate on longDuring the recovery period, the city will review and implement mitigation measures, collect lessons learned and share them within the emergency response community. Additionally, the recovery phase will allow the city to reassess this EOP (including annexes) and to identify deficiencies and take corrective actions.

Resources to restore or upgrade damaged areas may be available if the city demonstrates that extra repairs will mitigate or lessen the chances of, or damages caused by, another similar disaster in the future. ity will review and implement mitigation measures, collect lessons learned . Additionally, the recovery phase will allow the
identify deficiencies and take corrective actions.

Resources to restore or upgrade damaged areas may be available if the city demonstrates that extra repairs will mitigate or lessen the chances of, or damages caused by, another similar disaster in the future.

City of Yuba City - Emergency Operations Plan
September 2022 75 | P a g e

4.0 Continuity of Government (COG) Operations
A major disaster could result in great loss of life and property, including the death or injury of key government officials, the partial or complete destruction of established seats of government and the destruction of public and private records essential to continued operations of government and industry.

In the aftermath of a major disaster, during the reconstruction period, law and order must be preserved and, so far as possible, government services must be maintained and established. This can best be done by civil government and the ability to identify and produce continuity of government. To this end, it is particularly essential that the local units of government continue to function and make decisions.

Therefore, it is essential that city leaders identify an alternate seat of government, alternate work locations, and lines of succession for their own 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
Applicable portions of the California Government Code and the State Constitution provide authority for the continuity and preservation of state and local government.

Therefore, it is essential that city leaders identify an alternate seat of government, alter governing body, administrative officers and department heads.

If needed, the City Council will establish an alternate seat of government at a location where the City shall operate and conduct meetings in the event City Hall is not available.

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 o 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 ble 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

City of Yuba City - Emergency Operations Plan
September 2022 76 | P a g e

4.1 City of Yuba City Emergency Operations Statement
Limitations: Due to the nature of emergency response and the size and scope of an emergency, the outcome is often not easy to predict. Therefore, it should be recognized that this plan is meant to serve as a guideline and that the outcome of the response may be limited by the scope, magnitude and duration of the event.

Suspension of Routine Activities and Availability of Employees: Day-to-day functions that do not contribute directly to the disaster operation may be suspended for the duration of an emergency. Efforts normally required for routine activities may be redirected to accomplish emergency tasks. During an emergency response, city employees not otherwise assigned emergency/disaster related duties will, unless otherwise restricted, be made available to augment the work of their department or other city departments.

Households of Emergency Response Personnel: City employees may not be at peak efficiency or effectiveness during a disaster if the status of their households is unknown or in doubt. Employees who are assigned disaster response duties are encouraged to make arrangements with other employees, friends, neighbors or relatives to check on their immediate families in the event of a disaster and to communicate that information to the employee through the Yuba City Emergency Operations Center.

Non-Discrimination: All local activities will be carried out in accordance with federal nondiscrimination laws. marital status, veteran status, sexual orientation or the presence of any sensory, mental or physical disability.

Citizen Preparedness: This plan does not substitute government services for individual responsibility.

Citizens are expected to be aware of developing events and take appropriate steps to respond in a safe and timely manner. Since the city's resources and personnel may be overwhelmed at the onset of a disaster or unplanned emergency event, individuals and organizations should be prepared to be self-sufficient following a disaster. The city will make every effort to provide information to the public, via the media and other sources, and to assist citizens in dealing with the emergency.

4.2 Disaster Service Workers
Under California Government Code, Section 3100-3109, all public employees are obligated to serve as city, state agency or public district in the State of California. Disaster Service Workers provide services and support during declared emergencies or disasters.
ise restricted, be made available to augment the work of their department City employees may not be at peak efficiency or
is unknown or in doubt. Employees who are
assigned disaster response duties are encouraged to make arrangements with other employees, friends neighbors or relatives to check on their immediate families in the event of a disaster and to communicate that Emergency Operations Center.

All local activities will be carried out in accordance with marital status, veteran status, sexual orientation or the presence of any sensory, mental or plan does not substitute government services for individual responsibility.

Citizens are expected to be aware of developing events and take appropriate steps to respond in a safe and timely manner. Since the city's resources and personnel may be overwhelmed at the onset of a disaster event, individuals and organizations should be prepared to be self a disaster. The city will make every effort to provide information assist citizens in dealing with the emergency.

City of Yuba City - Emergency Operations Plan
September 2022 77 | P a g e
In the event of a major emergency or disaster, city employees may be called upon to perform certain duties in support of emergency management operations. These include but are not limited to the following:

City employees may be required to work at any time during a declared emergency and may be assigned to disaster service work.

Assignments may require service at locations, times and under conditions other than normal work assignments.

Disaster Service Worker assignments may include duties within the EOC, in the field or at another designated location.

Employees must report to work and be prepared to assist in emergency response duties as assigned by the emergency management
organization, including activities that are outside their normal scope of work.

Under no circumstances will city employees that do not usually have a response role in their day-to-day responsibilities be asked to perform duties or functions that are hazardous, that they have not been trained to perform or that are beyond their recognized capabilities. The City of Yuba City has a direct interest and obligation to provide training to city workers and ensure their designated role as a Disaster Service Worker is understood and part of their growth and development within the city. Training is provided regarding roles, responsibilities and position expectation within a City Emergency Operations Center. The Fire Department has taken an active and lead role in facilitating this training and ensuring opportunities are available and training is provided.

4.3 Continuity of Operations (COOP)
General Guidance
A critical component of the city emergency management strategy involves ensuring that government operations will continue during and after a major emergency or disaster. The ability to maintain essential government functions, including the continuity of lawfully constituted authority is a responsibility that must be provided for to the greatest extent possible.

What is Continuity of Operations?
Continuity of Operations (COOP) is an effort within individual executive departments and agencies to ensure that Primary Mission Essential Functions (PMEFs) continue to be performed during a wide range of emergencies, including localized acts of nature, accidents and technological or attack-related emergencies. organization, including activities that are outside their normal scope of work.

Under no circumstances will city employees that do not usually have a response role in their day orm duties or functions that are hazardous, that they have not been trained to perform or that are beyond their recognized capabilities. The City of Yuba City has a direct interest and obligation to provide training to city workers and ensure their designated role as a Disaster Service Worker is understood and part of their growth and development within the city. Training is provided regarding roles, responsibilities and position expectation within a City Emergency Operations Center. has taken an active and lead role in facilitating this training and ensuring opportunities are available and Continuity of Operations (COOP)
A critical component of the city emergency management strategy involves ensuring that government operations will continue during and after a major emergency or disaster. The ability to maintain essential

City of Yuba City - Emergency Operations Plan
September 2022 78 | P a g e
What is the Goal of Continuity of Operations?
The ultimate goal of continuity in the executive branch is the continuation and prioritization of essential functions within a specific agency/department. In order to achieve that goal, the objective for organizations is to identify their Essential Functions (EFs) and ensure that those functions can be continued throughout, or resumed rapidly after, a disruption of normal activities. The continuity plan is a roadmap for the implementation and management of the specific department and is directly related to essential and necessary functions that directly impact the life, health and well being of a community.

Each city department has built and will maintain their essential functions and determine the priorities and contingency plans to ensure their departments function in the event of emergency or lack of leadership availability.

Essential Elements
Essential Functions The critical activities performed by departments, especially after a disruption of normal activities. Each key function is identified and planned for.

Orders of Succession Provisions for the assumption of responsibility of senior department head offices during an emergency in the event that any of those officials are unavailable to execute their legal duties.

Delegations of Authority Identification, by position, of the authorities for making policy determinations and decisions at EOC, field levels and all other organizational locations. Generally, pre-determined delegations of authority will take effect when normal channels of direction have been disrupted and will lapse when these channels have been reestablished.

Continuity Facilities Locations, other than the primary facility, used to carry out essential functions, locations but also nontraditional options such as working at home. These can include teleworking, telecommuting, and mobile-office concepts.

Continuity Communications Communications that provide the capability to perform essential functions, in conjunction with other agencies, under all conditions.

Vital Records Management The identification, protection and ready availability of electronic and hard copy documents, references, records, information systems, data management software and equipment needed to support essential functions during a continuity situation.

Human Capital During a continuity event, emergency employees and other special categories of employees who are activated by an agency to perform assigned response duties.

Tests, Training, and Exercises (TT&E) plan is
duration of a continuity event.

The critical activities performed by departments, especially after a disruption Each key function is identified and planned for.

Provisions for the assumption of responsibility of
offices during an emergency in the event that any of those officials are unavailable to execute their Identification, by position, of the authorities for making policy determinations and decisions at EOC, field levels and all other organizational locations. Generally, determined delegations of authority will take effect when normal channels of direction have been disrupted and will lapse when these channels have been reestablished.

Continuity Facilities Locations, other than the primary facility, used to carry out essential functions, locations but also nontraditional options such as working at home. telecommuting, and mobile-office concepts.

Continuity Communications

City of Yuba City - Emergency Operations Plan
September 2022 79 | P a g e
Devolution of Control and Direction Capability to transfer statutory authority and responsibility for essential func
and facilities
Reconstitution The process by which surviving and/or replacement agency personnel resume normal agency operations from the original or replacement primary operating facility. *Each City Department has a Continuity of Operations Plan and is responsible for continued evaluation and updates to ensure all components are properly planned for in the event the plan is requested or needed. Copies of each department and their plan can be requested through the city.

City of Yuba City - Emergency Operations Plan
September 2022 80 | P a g e

5.0 Emergency Operation Plan Roles and Responsibilities

5.1 General
Local and county agencies and response partners may have various roles and responsibilities throughout an to support response and recovery efforts and maintain a significant amount of flexibility to expand and contract as
and severity of impacts, as well as the availability of local resources. Thus, it is imperative to develop and maintain depth of qualified staff within the command structure and response community.

The County Director of Emergency Services is responsible for emergency management planning and operations for the area of the county lying outside the limits of the incorporated municipalities. The mayor or other designated official (pursuant to city charter or ordinance) of each incorporated city is responsible for emergency management planning and operations for that jurisdiction. Within the City of Yuba City, the Emergency Services Director will be designated as the City Manager and the Yuba City Fire Chief and Yuba City Police Chief will be designated as Emergency Services Coordinator(s). Responsibilities may be shared with the County OES under mutual agreement.

Most city departments have emergency functions that are similar to their normal duties. Each department is responsible for developing and maintaining its own procedures for carrying out these functions during an emergency. Specific responsibilities are outlined below, as well as in the individual annexes.

5.2 Emergency Management Organization
Under the City Emergency Management Organization (EMO) structure, the City Manager is considered the Director of Emergency Services, unless this role has been otherwise delegated. Roles and responsibilities of individual staff and agencies are described throughout thi plan to further clarify the c management structure. The Director of Emergency Services may designate an Emergency Services Coordinator(s), currently delegated to the Fire Chief and Police Chief, who is delegated the authority to lead the c
be documented within the incident log. Additionally, some authority to act in the event of an emergency may already be delegated by ordinance or by practice. As a result, the organizational structure for the c emergency management program can vary depending upon the location, size, and impact of the incident.

The EMO for the City is divided into two general groups, organized by function the Executive Group and Emergency Response Agencies.

The County Director of Emergency Services is responsible for emergency management planning and ounty lying outside the limits of the incorporated municipalities. The mayor or gnated official (pursuant to city charter or ordinance) of each incorporated emergency management planning and operations for that jurisdiction. Within the City of Yuba City, the Emergency Services Director will be designated as the City Manager and the Yuba City Fire Chief and Yuba City Police Chief will be designated as Emergency Services Coordinator(s) with the County OES under mutual agreement.
ity departments have emergency functions that are similar to their normal duties. Each department is responsible for developing and maintaining its own procedures for carrying out these functions during an Specific responsibilities are outlined below, as well as in Emergency Management Organization
anagement

City of Yuba City - Emergency Operations Plan
September 2022 81 | P a g e

5.2.1 Executive Group
The Executive Group will primarily consist of the City Manager, Fire Chief, Police Chief, department directors and the Mayor/City Council in certain capacity. It may also include representation from additional City departments as required or designated by the City Manager. The Executive Group is responsible for the activities conducted within its jurisdiction and city response area. The members of the group include both elected and appointed executives with legal responsibilities.

Key general responsibilities for local elected and appointed officials include:

Establishing strong working relationships with local jurisdictional leaders and core private-sector organizations, volunteer agencies and community partners.

Leading and encouraging local leaders to focus on preparedness by participating in planning, training and exercises.

Supporting staff participation in local mitigation efforts within the jurisdiction, including the private sector, as appropriate.

Understanding and implementing laws and regulations that support emergency management and response.

Ensuring that local emergency plans consider the needs of:
o The jurisdiction, including persons, property, and structures o Vulnerable populations, including unaccompanied children and those with service animals o Individuals with household pets
Leading and encouraging all citizens (including vulnerable populations) to take preparedness actions.

Encouraging residents to participate in volunteer organizations and training courses.

Mayor and City Council
The ultimate responsibility for policy, budget and political direction for the city government is borne by the City Council. During emergencies this responsibility includes encouraging citizen involvement and assistance, issuing policy statements as needed to support actions and activities of recovery and response efforts and providing the political contact needed for visiting state and federal officials. Additionally, the council will provide an elected liaison with the community and other jurisdictions. In the event that declaration of emergency is needed, the Mayor (or designee City Manager) will initiate and terminate the State of Emergency through a declaration ratified by the council. relationships with local jurisdictional leaders and core private Leading and encouraging local leaders to focus on preparedness by participating in planning, training ing staff participation in local mitigation efforts within the jurisdiction, including the private Understanding and implementing laws and regulations that support emergency management and lans consider the needs of:

The jurisdiction, including persons, property, and structures Vulnerable populations, including unaccompanied children and those with service animals Individuals with household pets
Leading and encouraging all citizens (includi
Encouraging residents to participate in volunteer organizations and training courses.

City of Yuba City - Emergency Operations Plan
September 2022 82 | P a g e
General responsibilities of the Mayor and City Council may include:

Establishing emergency management authority by city ordinance.

Adopting an EOP and other emergency management related resolutions.

Declaring a State of Emergency and providing support to the on-scene Incident Commander in requesting assistance through the County.

Acting as liaison to the community during activation of the EOC.

Acting on emergency funding needs.

Attending PIO briefings and communicating with community members.

City Council Notification
In the event of a disaster/emergency, the City Council will be notified by the City Manager or their designee.

Each councilmember should provide the City Manager or designee with information on their status and availability as well as a call back number. In the event that the councilmember does not receive notification, EOC staff will prepare and make available regular briefings and situation reports to councilmembers related to the disaster/emergency during the duration of the incident.

Additional Responsibilities and Expectations
the City Council has several roles, including:

Represent the Public City Council members may communicate issues and concerns of local residents to the EOC liaison representative.

Provide Public Information Council members will work with EOC Public Information Officers (PIO) in disseminating disaster related information provided by the EOC to local residents and businesses and could possibly be asked to provide media interviews as arranged by the PIOs.

Communicate with other Elected Officials City Council members assist the EOC Director to overcome obstacles by communicating issues and concerns of the city to county, state and federal elected officials; they may also be asked to accompany VIPs and other government officials on tours of the disaster area.

In the event of a disaster/emergency, the City Council will be notified by the City Manager or their designee. ouncilmember should provide the City Manager or designee with information on their status and availability as well as a call back number. In the event that the councilmember does not receive notification, EOC staff will prepare and make available
ouncilmembers related to the disaster/emergency during the duration of the incident. and Expectations
the City Council has several roles, including:

Represent the Public City Council members may communicate issues and concerns of local residents to the EOC liaison representative.

Provide Public Information Council members will work with EOC Public Information Officers (PIO) in disseminating disaster related information provided by the EOC to local residents and could possibly be asked to

City of Yuba City - Emergency Operations Plan
September 2022 83 | P a g e
Working with the Media
In the event of a significant incident, City Council members will be contacted and briefed by the City Manager or other appropriate city representative.

In addition:

Media briefings may be scheduled for Councilmembers to attend.

Public Information Officers or the EOC Liaison will confer with councilmembers to brief them on the situation, current response and recovery actions and planned activities.

Councilmembers will also be provided copies of all news releases and information by the EOC PIO.

Guidance for Councilmembers when alerted to an Incident When you receive a call from a high-ranking official alerting you to a situation, there are several questions you should ask:

1. Ask the official for a short briefing of what is known at that time.

2. Ask how the incident is affecting your area of responsibility.

3. Ask the official what you can do at this time.

4. Be sure to obtain a number that you can call to get information. Make it clear that you want to be updated regularly or when new information is available.

When the News Media Calls First
If you receive calls from the news media or your constituents regarding an incident, it is essential that you work through the EOC Director and PIO for accurate messaging. All media interviews and press releases require development from the PIO and approval from the EOC Director. Do not engage in independent media interviews.
ranking official alerting you to a situation, there are several questions Ask the official for a short briefing of what is known at that time.

Ask how the incident is affecting your area of responsibility.

Ask the official what you can do at this time.

Be sure to obtain a number that you can call to get information. Make it updated regularly or when new information is available.

Media Calls First
If you receive calls from the news media or your constituents regarding an incident, it is essential that you work through the EOC Director and PIO for accurate messaging. All media interviews and press releases require development from the PIO and approv

City of Yuba City - Emergency Operations Plan
September 2022 84 | P a g e
Emergency Services Director (City Manager)
The City Manager serves as the Director of Emergency Services for the city and is responsible for continuity of government, overall direction of city emergency operations and dissemination of public information.

The Emergency Services Director is responsible for:

Making and issuing rules and regulations on matters reasonably related to the protection of life and property as affected by such emergency. Such rules and regulations shall be confirmed at the earliest practicable time by the City Council.

Obtaining vital supplies, equipment, and such other properties found lacking and needed for the protection of life and property and to bind the city for the fair value thereof.

Requiring the emergency service of any city officer, employee, or citizen of the city as is deemed necessary. Such persons shall be entitled to all privileges, benefits, and immunities as are provided by state law for registered disaster service workers.

Executing all of his/her ordinary power as a city manager, and all of the special powers conferred upon him/her by this chapter, by resolution, or by the emergency plan adopted by the City Council pursuant to this chapter.

Executing all powers conferred upon him/her by any ordinance, statute, or agreement approved by the City Council.

Additionally, the Emergency Services Director may be responsible for the following:

Assisting the City Council in declaring a State of Emergency and providing support to the Incident Commander in requesting assistance through the county.

Ensuring that all city departments develop, maintain, and exercise their respective service annexes to this plan.

Supporting the overall preparedness program in terms of its budgetary and organizational requirements.

Implementing the policies and decisions of the governing body.

Ensuring that plans are in place for the protection and preservation of city records.

Appointing an Emergency Services Coordinator(s) to oversee the c program.

Obtaining vital supplies, equipment, and such other properties found lack ity for the fair value thereof.
ity officer, employee, or citizen of the
vileges, benefits, and immunities as are provided
tate law for registered disaster service workers.
ity manager, and all of the special powers conferred
upon him/her by this chapter, by resolution, or by the emergency plan adopted by the City Council xecuting all powers conferred upon him/her by any ordinance, statute, or agreement approved by Additionally, the Emergency Services Director may be responsible f Assisting the City Council in declaring a State of Emergency and providing support to the Incident Commander in requesting assistance through the
ity departments develop, maintain, and exercise their respectiv

City of Yuba City - Emergency Operations Plan
September 2022 85 | P a g e
Emergency Services Coordinator(s) (Fire Chief and/or Police Chief) The position of Emergency Services Coordinator(s) and Police Chief. The Emergency Services Coordinator(s) have the day-to-day authority and responsibility for overseeing emergency management programs and activities. The Emergency Services Coordinator(s) are appointed by, and works with, the Director of Emergency Services to ensure that there are unified objectives with regard to the c c
capabilities. The Emergency Services Coordinator(s) coordinates all components of the local emergency management program, including assessing the availability and readiness of local resources most likely required during an incident and identifying and correcting any shortfalls. In particular, the Emergency Services Coordinator(s) is responsible for the following:

Serving as staff advisor to the City Council and Emergency Services Director for emergency matters.

Coordinating the planning and general preparedness activities of the government and maintenance of this plan.

Analyzing the emergency skills required and arranging the training necessary to provide those skills.

Preparing and maintaining a resource inventory.

Ensuring the operational capability of the City EOC.

Activating the City EOC.

Serving as EOC Director and supervising the activated EOC (unless otherwise delegated).

Keeping the governing body apprised of the c ed needs.

Supervising and incorporating department input into the planning process.

Representing the city in all emergency management activities.

Serving as day-to-day liaison between the city and county Office of Emergency Services.

Maintaining liaison with organized emergency volunteer groups and private agencies.

Yuba City Department Directors
Department and agency directors collaborate with the executive group during development of local emergency plans and provide key response resources. City department and agency directors and their staffs develop, plan, and train to learn internal policies and procedures for meeting response and recovery needs safely. They also make staff available to participate in interagency training and exercises to develop and maintain the necessary capabilities, as well as clearly reinforce preparedness expectations. Department and agency directors not assigned a specific function in this plan will be prepared to make their resources available for emergency duty at the direction of the Mayor or the Director of Emergency Services. In the City of Yuba City, department directors will take an active position in the EOC work chart and will be responsible toServing as staff advisor to the City Council and Emergency Services Director for emergency matters.

Coordinating the planning and general preparedness activities of the government and maintenance Analyzing the emergency skills required and arranging the training necessary to provide those skills. tory.

Ensuring the operational capability of the City EOC.

Serving as EOC Director and supervising the activated EOC (unless otherwise delegated).

Keeping the governing body apprised of the c
Supervising and incorporating department input into the planning process. ity in all emergency management activities.
day liaison between the
Maintaining liaison with organized emergency volunteer groups and private agencie

City of Yuba City - Emergency Operations Plan
September 2022 86 | P a g e
for learning their ICS/SEMS roles and making sure those under their leadership understand the roles assigned to the department they lead.

Department directors are responsible for attending scheduled training and reporting for emergency duties, as required. During an emergency, department head emergency responsibilities include the following:

Control and direct the effort and resources of their department in responding to the emergency; Ensure that the department can continue to provide essential services to the public and other city departments.

Ensure that personnel and equipment resources applied to the response are documented appropriately.

Fill their designated position in the EOC.

Be prepared to request mutual aid and/or respond to requests for mutual aid from other jurisdictions Provide a briefing to the City Manager/Director of Emergency Services upon request regarding the status and availability of their department resources.

5.3 Responsibilities of All Departments
comprise emergency response personnel, the majority of city departments focus on supporting emergency response personnel and/or the continuity of services they provide to the public.

All city departments are responsible for the following:

Supporting EOC operations to ensure the city is providing for the safety and protection of the citizens Establishing, in writing, an ongoing line of succession and/or delegation of authority for each department. This document must be made known to department employees, and a copy must be filed with the City Council and Director of Emergency Services (City Manager).

Developing alert and notification procedures for department personnel.

Developing guidelines to implement assigned duties specified by this plan.

Tracking incident-related costs incurred by the department, in coordination with the EOC Finance Section if activated, and submitting expenditure reports in accordance with financial management practices. Incident-related costs may occur during response or recovery phases and may include personnel overtime, equipment used/expended and contracts initiated.

Ensuring that vehicles and other equipment are equipped and ready, in accordance with standard SOPs.

Notifying the Director of Emergency Services and/or EOC Director or Coordinators of resource shortfalls.

Be prepared to request mutual aid and/or respond to requests for mutual aid from other jurisdictions /Director of Emergency Services upon request regarding the Responsibilities of All Departments
comprise emergency response personnel, the majority of city departments focus on supporting emergency response personnel and/or the continuity of services they provide to the public. ity departments are responsible for the following:

Supporting EOC operations to ensure the
Establishing, in writing, an ongoing line of succession and his document must be made known to department employees, and a copy must be

City of Yuba City - Emergency Operations Plan
September 2022 87 | P a g e
Identifying essential functions and developing procedures for maintaining and/or reestablishing services provided to the public and other city departments.

Assigning personnel to the EOC, as charged by this plan.

Developing and implementing procedures for protecting vital records, materials and facilities.

Promoting family preparedness among employees.

Ensuring that staff complete required training (including required SEMS, NIMS, and ICS training).

Dedicating staff time for participation in training exercises.

Preparing and maintaining supporting SOPs and annexes (including incorporation of SEMS and NIMS components, principles, and policies.

5.4 Responsibilities by Function
This group includes services required for an effective emergency management program, of which response is a key element. These agencies include fire departments, law enforcement, emergency medical service (EMS) providers, public health, environmental health, and public works departments.

Departments or agencies assigned as primary may only be responsible for coordinating with other primary or supporting agencies to ensure continuity.

Primary Agency(s)
Identify lead agencies for emergency functions ba
authority, functional expertise, resources, and capabilities in managing incident activities. Primary agencies may not be responsible for all elements of a function, and will coordinate with supporting agencies.

Supporting Agency(s)
Identify agencies with substantial support roles during major incidents to ensure support and collaboration occurs with the Primary Agency assigned.

This group includes services required for an effective emergency management program, of which response is a key element. These agencies include fire departments, law enforcement, emergency medical service th, and public works departments.

Departments or agencies assigned as primary may only be responsible for coordinating with other primary or supporting agencies to ensure continuity.

Identify lead agencies for emergency functions ba
authority, functional expertise, resources, and capabilities in managing incident activities. Primary agencies may not be responsible for all elements of a function, and will coordinate with supporting

City of Yuba City - Emergency Operations Plan
September 2022 88 | P a g e

5.4.1 City Department/Allied Agency EOC Organization Assignments In the event of an EOC activation, each city department and selected allied agencies are assigned specific functions to support emergency management operations. These assignments may involve direct participation within the EOC or provide indirect support. See the Responsibility Matrix below for Primary (P) and Support (S) roles for each city department/organization.

Emergency Operations Center Functional Assignments
City of Yuba City Sutter County Other City/Misc.

Action Planning S P S S S S S S
Alerting and Warning S S P S S S S S
Animal Care S S S S P
Care and Shelter S S P S S S S S
Construction & Engineering P
Coroner S P
Damage Assessment P
Debris Clearance S P
Evacuation S P S
Facilities S P
Finance/Administration P
Fire and Rescue P
Flood Control S P S S
Hazardous Materials P S S
I.T. & Telecommunications P
Law Enforcement P S
Legal Considerations P S
Management P S S S
Medical/Health P S
Personnel P
Procurement P
Public Information P S S S S
Public Works P
Services & Support P S
Situation Status S S S S S S S S S S S S S S S S S
Transportation S P
Utilities P
Vital Records P
P=Primary S=Support
S S
S S
S
P
P
S P
P
S
P
P S
P

City of Yuba City - Emergency Operations Plan
September 2022 89 | P a g e

5.5 Local and Regional Response Partners
The c county,
service organizations, local organizations and the private sector.

5.5.1 Coordination with Special Facilities
The city will coordinate with special facilities (e.g., YCUSD, YS Fairground, Rideout Emergency, etc.) to accomplish the following activities:

Establishing strong working relationships with local jurisdictional leaders and core private-sector organizations, volunteer agencies, and community partners.

Encouraging staff preparedness by participating in planning, training, and exercises.

Educating staff, students, clients, etc. on facility emergency plans and procedures and the need for individual and/or family emergency planning.

Preparing and maintaining emergency plans and SOPs.

5.5.2 Private Sector
Private-sector organizations play a key role before, during and after an incident. First, they must provide for the welfare and protection of their employees in the workplace. In addition, the city and county must work seamlessly with businesses that provide power, communication networks, transportation, medical care, security, food, supplies and numerous other services upon which both response and recovery are particularly dependent.

Essential private-sector responsibilities include:

Planning for the protection of employees, infrastructure and facilities.

Planning for the protection of information and the continuity of business operations.

Planning for, responding to, and recovering from incidents that impact private-sector infrastructure and facilities.

Collaborating with emergency management personnel before an incident occurs to ascertain what assistance may be necessary and how private-sector organizations can help.

Developing and exercising emergency plans before an incident occurs.

Where appropriate, establishing mutual aid and assistance agreements to provide specific response capabilities.

Establishing strong working relationships with local jurisdictional leaders and core private agencies, and community partners.

Encouraging staff preparedness by participating in planning, training, and exercises.

Educating staff, students, clients, etc. on facility emergency plans and procedures and the need for Preparing and maintaining emergency plans and SOPs.
sector organizations play a key role before, during and after an incident. First, they must provide for the welfare and protection of their employees in the workplace. In addition, the seamlessly with businesses that provide power, communication networks, transportation, medical care, and numerous other services upon which both response and recovery are particularly

City of Yuba City - Emergency Operations Plan
September 2022 90 | P a g e
Providing assistance (including volunteers) to support local emergency management and public awareness during response and throughout the recovery process.

An identification of actions necessary to protect company property and records during emergencies.

A company command post.

Alternate work sites.

Target Hazards: Some key industries are potential targets for terrorist attacks and must institute measures to prevent attacks and protect their infrastructure and the surrounding community. This requires businesses to coordinate with federal, state and local governments to ensure that their emergency plans are integrated with government plans.

Hazardous Materials Area Plans: Some industries are required by law or regulation to have emergency operations procedures to address a variety of hazards. The Cal-EMA Hazardous Materials Program requires that businesses that handle hazardous materials that meet certain quantity or risk thresholds must submit Business Program Plans and Risk Management Plans to the Sutter County Certified Unified Program Agency (CUPA) or Administering Agency (AA). The AA can then develop Hazardous Materials Area Plans to respond to a release of hazardous materials within Sutter County.

Business Emergency Plans: This plan recommends that all businesses develop comprehensive emergency plans that include employee injury and illness prevention programs, business resumption and continuity of operations elements. A comprehensive business emergency plan can assist the business and the community at-large by providing resources, policies and procedures for personnel to follow and ensure that the long term viability of the business is supported and the community has services in place.

5.5.3 Nongovernmental and Faith-Based Organizations
Nongovernmental and faith-based organizations play enormously important roles before, during, and after an incident. In the city, nongovernmental/faith-based organizations such as the Red Cross, Trauma Intervention Program (TIP), Habitat for Humanity and various other service groups, provide or offer solutions for shelter, emergency food supplies, counseling services, and other vital support services to support response and promote the recovery of disaster victims. Nongovernmental and faith-based organizations also collaborate with responders, governments at all levels, and other agencies and organizations. These organizations depend on various levels of local, regional, state and federal assistance.

Some industries are required by law or regulation to have emergency EMA Hazardous Materials Program
businesses that handle hazardous materials that meet certain quantity or risk thresholds must submit Business Program Plans and Risk Management Plans to the Sutter County Certified Unified Program Agency (CUPA) or Administering Agency (AA). The AA can then develop Hazardous Materials Area Plans to respond County.

This plan recommends that all businesses develop comprehensive gency plans that include employee injury and illness prevention programs, business resumption and continuity of operations elements. A comprehensive business emergency plan can assist the business and large by providing resources, policies and procedures for personnel to follow and ensure that the long term viability of the business is supported and the community has services in place.

Nongovernmental and Faith

City of Yuba City - Emergency Operations Plan
September 2022 91 | P a g e
The roles of nongovernmental and faith-based organizations in an emergency may include:

Training and managing volunteer resources.

Identifying shelter locations and needed supplies.

Providing critical emergency services to those in need, such as cleaning supplies, clothing, food, shelter and assistance with post emergency cleanup.

Providing counseling and mental health services and direction.

Identifying those whose needs have not been met and helping to coordinate assistance.

5.5.4 Individuals and Households
Although formally not part
role in the overall emergency management strategy. As the primary beneficiaries of the c management system, community members and residents can contribute by:

Reducing hazards in their homes.

Preparing emergency supply kits and household emergency plans that consider all members of the household, including children and pets.

Monitoring emergency communications carefully.

Enrolling in CodeRed
Volunteering with established organizations.

Enrolling in emergency response training courses.

Encouraging children to participate in preparedness activities.

Following evacuation orders, shelter-in-place orders and emergency recommendations.

Being prepared to evacuate or shelter-in-place for several days.

In future years, as the City expands Risk Reduction within the community, The City of Yuba City will be asking interested residents to join disaster volunteer programs such as Community Emergency Response Teams (CERT) and to be vigilant in remaining ready to volunteer or support emergency response and recovery efforts.

During an emergency, residents should monitor emergency communications and carefully follow directions from authorities. By being prepared, residents can better serve their family, their community and reduce demands on first responders.

As the primary beneficiaries of the
can contribute by:

Preparing emergency supply kits and household emergency plans that consider all members of the household, including children and pets.

Monitoring emergency communications carefully.

Volunteering with established organizations.

Enrolling in emergency response training courses.

Encouraging children to participate in preparedness activities. vacuation orders, shelter in
repared to evacuate or shelter

City of Yuba City - Emergency Operations Plan
September 2022 92 | P a g e

5.5.5 Populations with Access and Functional Needs
According to the U.S. Census estimates in California from prior years, there are over 6 million people who identify as having a disability in California. Populations with access and functional needs include those members of the community that may have additional needs before, during, and after an incident in functional areas, including but not limited to maintaining independence, communication, transportation, supervision, and medical care.

Individuals in need of additional response assistance may include those who:

Have disabilities
Live in institutionalized settings
Are elderly
Are children
Are from diverse cultures
Have limited English proficiency or are non-English speaking Those who are transportation dis-advantaged.

Lessons learned from recent emergencies concerning people with functional needs or disabilities have shown that the existing paradigm of emergency planning, implementation and response must change to meet the needs of these groups during an emergency. These lessons show four areas that are repeatedly identified as most important to people with disabilities and older adults. They are as follows:

Communications and Public Information Emergency notification systems must be accessible to ensure effective communication for people who are deaf/hard of hearing, blind/low vision, or those who might not be able to decipher messages and understand the implications and requests.

Evacuation and Transportation Evacuation plans must incorporate disability and older adult transportation providers for identifying, processing and the moving of people with mobility impairments and those with transportation disadvantages.

Sheltering Care and shelter plans must address the access and functional needs of people with disabilities and older adults to allow for sheltering in general population shelters.

Americans with Disabilities Act - When shelter facilities are activated, the state will work with local officials to ensure they accommodate the provisions of the Americans with Disabilities Act (ADA).

English speaking
advantaged.

Lessons learned from recent emergencies concerning people with functional needs or that the existing paradigm of emergency planning, implementation and response must change to meet the needs of these groups during an emergency. These lessons show four areas that are repeatedly identified as most important to people with disabilities and older adult Communications and Public Information
ensure effective communication for people who are deaf/hard of hearing, blind/low vision, or who might not be able to decipher messages and understand the implications and requests Evacuation and Transportation
transportation providers for identifying

City of Yuba City - Emergency Operations Plan
September 2022 93 | P a g e
At-Risk Individuals
Another vital perspective to consider is the needs of people who are not in contact with traditional emergency service providers. These people may feel they cannot comfortably or safely access and use the standard resources offered in preparedness, response and recovery. These include, but are not limited to individuals who are:

Homeless
Without transportation
Out of hearing range of community alert sirens
Without radio or television to know they need to act
Without access to telephones
Visiting or temporarily residing in an impacted region
Not familiar with available emergency response and recovery resources Limited in their understanding of English or other communicative languages Geographically or culturally isolated.

5.6 Operational Area Response Partners
The County of Sutter is designated as the Operational Area for the jurisdiction containing the City of Yuba City and the Sutter County Office of Emergency Services Coordinator is responsible for developing a countywide emergency management program that, through cooperative planning efforts with the incorporated communities of the county, will provide a coordinated response to a major emergency or disaster. However, the Operational Area Coordinator for Sutter County, for all Fire and Rescue, has been designated as the City of Yuba City Fire Chief and his/her designee.

As the Operational Area Coordinator, the Yuba City Fire Chief, and or his/her designee, will also coordinate fulfillment of requests for mutual aid to and from the city and county and additionally coordinate county and city resources within the operational area. If local supplies are limited, requests will be advanced to the SEMS Regional level to access resources outside the operational area.

Not familiar with available emergency response and recovery resources or other communicative languages
Operational Area Response Partners
designated as the Operational Area for
County Office of Emergency Services Coordinator is responsible for developing a ountywide emergency management program that, through cooperative planning efforts with the incorporated communities of the county, will provide a coordinated response to a ma However, the Operational Area Coordinator for Sutter County, for all Fire and Rescue, has been designated as the City of Yuba City Fire Chief and his/her designee.

Coordinator

City of Yuba City - Emergency Operations Plan
September 2022 94 | P a g e

5.7 Regional Response Partners
The City of Yuba City falls within the Inland Region of Cal OES, which has a Regional EOC located in Sacramento. The Inland Administrative Region covers three Mutual Aid Regions (III, IV, and V) that include 31 counties, 123 Cities and a population of 7.2 million.

The Inland Region consists of primarily rural jurisdictions with a few large metropolitan cities. The geography for the Inland Region is vast and varied with terrain consisting of valley floor agricultural centers, grasslands, watershed areas, high desert regions, foothill regions and mountain ranges.

Along with such diverse terrain, each area presents its own unique set of challenges and threats that affect California. Those vulnerabilities include the following:

River and flash flooding
Wildfires
Dam and levee failures
Earthquakes
Drought
Pestilence
Pandemic
Agriculture
Avalanche hazards
Chemical hazards
Cal OES Regions have the responsibility to carry out the coordination of information and resources within the Region and between the SEMS state and regional levels to ensure effective and efficient support to local response.

See the California
organization and detailed roles and responsibilities for State departments.

City of Yuba City - Emergency Operations Plan
September 2022 95 | P a g e

5.8 State Response Partners
Under the direction and control of department directors, agencies of state government represent the state emergency operations organization. Responsibility for conducting EFs is assigned by the Governor to the department best suited to carry out each function applicable to the emergency situation. Some state agencies may call upon their federal counterparts to provide additional support and resources, following established procedures and policies for each agency.

See the State of California Emergency Oper
organization and detailed roles and responsibilities for State departments.

5.9 Federal Response Partners
Federal response partners are typically requested by the State Operation Center in the event that state resources become limited or specialized services are needed. In most instances, federal resources become available following a formal declaration of emergency by the Governor. Thus, procedures and policies for allocating and coordinating resources at the federal level follow the California State Emergency Plan and, if necessary, the National Response Framework.
organization and detailed roles and responsibilities for federal departments.

Federal response partners are typically requested by the State Operation Center in th resources become limited or specialized services are needed. In most instances, federal resources become available following a formal declaration of emergency by the Governor. Thus, procedures and policies for resources at the federal level follow the California State Emergency Plan and, if esponse Framework. and responsibilities for federal departments.

City of Yuba City - Emergency Operations Plan
September 2022 96 | P a g e

6.0 Emergency Operations Center (EOC) Command and Control

6.1 General
The ultimate responsibility for command and control of city departments and resources lies with the City Manager. The City Manager, acting as the Emergency Services Director, will maintain direction and control of the City Emergency Management Organization, unless otherwise delegated or directed. City emergency operations, both on-scene and in the City Emergency Operations Center (EOC), will be conducted in a manner consistent with SEMS and NIMS, including use of ICS components. These response models provide a flexible, consistent, adaptable and expandable response organization to address all-hazards of varying magnitude and complexity.

During a city-declared disaster, control is not relinquished to county, regional or state authority but remains at the local level for the duration of the event. State and federal emergency agencies will work collaboratively with the Emergency Services Director and the local Yuba City EOC and the city will still perform the functions outlined in this document.

6.2 On-Scene Incident Management
Initial response to an incident will be managed by the responding agency (i.e., Police Department, and/or Fire Department), who will assign an on-scene Incident Commander. The on-scene Incident Commander is responsible for performing or directing such duties as enforcing emergency measures and designating emergency areas. During the initial response, the on-scene Incident Commander may establish an Incident Command Post and may assume the responsibilities of other Command Staff until the arrival of additional support services.

Upon establishment of ICS, the on-scene Incident Commander will notify the City Emergency Services Coordinator(s) and request activation of the City EOC, as appropriate or deemed necessary. It will be the responsibility of the Emergency Service Coordinator(s) to make the proper notification to the Emergency Services Director and initiate the EOC activation component. The on-scene Incident Commander may also establish an on-scene Unified Command structure with city, county and/or state agencies. ounty, regional or
ederal emergency agencies
Yuba City EOC and the city will still perform the functions Scene Incident Management
Initial response to an incident will be managed by the responding agency (i.e., Police Department, and/or Fire Department), who will assign an on-scene Incident Commander. The on responsible for performing or directing such duties as enforcing emergency measures and designating emergency areas. During the initial response, the
Command Post and may assume the responsibilities

City of Yuba City - Emergency Operations Plan
September 2022 97 | P a g e

6.2.1 Direction, Control and Coordination
Command and Control: During response to minor or moderate events, the City of Yuba City may manage the emergency with existing resources at scene or responding and the Emergency Operations Center (EOC) would not be activated under this scenario. In some instances, a Department Operations Center (DOC) may be more appropriate if deemed necessary. Personnel that are part of a field level emergency response will utilize the Incident Command System (ICS) to manage and direct on-scene operations.

Only when resources are depleted, the operational period extends beyond a reasonable and sustainable timeframe, and/or an emergency scene is beyond the response capabilities of the city, will the EOC be initiated and command and control widened to support the scene.

Field/EOC Communications and Coordination: The City of Yuba City Emergency Operations Center (EOC) is activated to support field operations when an emergency requires additional resources or when requested resources exceed that which is available from within the jurisdiction.

Field Incident Commanders and the city IC will establish communications when the EOC is activated.

The City of Yuba City EOC will communicate with the Sutter County Operational Area EOC and the Sutter County Operational Area EOC will communicate with the Inland Region Emergency Operations Center (REOC) and the REOC will communicate with the State Operations Center (SOC).

Multi-agency Coordination: Larger scale emergencies involve one or more responsible jurisdictions and or multiple agencies. Management personnel from the responsible jurisdictions form a unified command and or a Multi-Agency Coordination (MAC) group. Provision is made for situation assessment, determining resources requirements, establishing a logistical system and allocating resources. Various emergency operations centers, dispatch centers and other essential facilities located in or adjacent to the affected area could be activated at this time. to support the scene.

City of Yuba City Emergency Operations
rations when an emergency requires additional
resources or when requested resources exceed that which is available from within the jurisdiction. will establish communications when the EOC is activated.

EOC will communicate with the Sutter County
EOC will communicate with the Inland Region Emergency
Operations Center (REOC) and the REOC will communicate with the State Operations Cente agency Coordination: Larger scale emergencies involve one or more responsible jurisdictions and or multiple agencies. Management personnel from the responsible jurisdictions nified command and or a Multi-Agency Coordination (MAC) situation assessment, determining resources requirements, establishing a logistical system and allocating resources. Various emergency operations centers, dispatch centers and other essential facilities located in or adjacent

City of Yuba City - Emergency Operations Plan
September 2022 98 | P a g e

6.3 Emergency Operations Center (EOC) Support to On-Scene Operations Depending on the type and size of incident, or at the request of the on-scene Incident Commander, the city may activate the EOC and assign an EOC Director. The primary role of the EOC and EOC Director is to support on-scene operations and coordinate city resources. The request will be submitted to the City Director of Emergency Services and/or the Emergency Services Coordinator(s), who will determine whether to activate the City EOC and will assume, or designate, the role of EOC Director.

In most instances, the on-scene Incident Commander will retain tactical control over the incident, relying on the City EOC for resource coordination, communications and public information support. In a more complex incident, the Incident Commander may relocate to the City EOC to serve as part of the Unified Command or Multi-Agency Coordination Group, ensuring proper coordination of resources across agencies. Outside assistance from the SEMS Operational Area or from private contractors will be requested and used as an adjunct to existing city services and then only when a situation threatens to expand beyond the c response capabilities.

Upon activation of the City EOC, the EOC Director is empowered to assume executive control over all departments, divisions and offices of the city during a State of Emergency. If appropriate, the on-scene Incident Commander or EOC Director may request that the Mayor or Emergency Services Director declare a State of Emergency.

6.3.1 Emergency Operations Center Activation
The City Emergency Operation Center (EOC) should be activated when an emergency occurs or threatens to exceed capabilities to adequately respond to an incident(s). The scope of an emergency, rather than the type, will largely determine whether the Emergency Operation Plan (EOP) and EOC will be activated, and to what level, extent and involvement.

For planning purposes and ease of activation and understanding, the City of Yuba City will establish three . This system will help guide local response and direct city employees that will be filling out the EOC work chart of assignments.

The three Emergency Response Levels are as follows:
incident, the Incident Commander may relocate to the City EOC to serve as part of the Unified Command or f resources across agencies. Outside
assistance from the SEMS Operational Area or from private contractors will be requested and used as an ity services and then only when a situation threatens to expand beyond the Upon activation of the City EOC, the EOC Director is empowered to assume executive control over all ity during a State of Emergency. If appropriate, the on r EOC Director may request that the Mayor or Emergency Services Director declare Emergency Operations Center Activation
peration Center (EOC)
exceed capabilities to adequately respond to an incident(s). The scope of an emergency, rather than the type, will largely determine whether the E

City of Yuba City - Emergency Operations Plan
September 2022 99 | P a g e
Level Three EOC Activation:

Level Three is a minimum activation involving a minor-to-moderate incident wherein local resources are adequate and available. This level may be used for situations that initially only require a few people for small events or pending threats, e.g., a short-term earthquake prediction; alerts of storms or a weather watch event; or monitoring of a low risk planned event. At a minimum, Level Three staffing consists of the EOC Director and a minimal number of key emergency managers are sufficient to monitor the situation and carry out basic functions. Section coordinators and a situation assessment activity in the Planning and Intelligence Section may be included in this level. Other members of the organization could also be part of this level of activation, e.g., the Communications Unit, from the Logistics Section, or an Information Officer. A Local Emergency may or may not be declared and often times this activation may involve a Department Operations Center (DOC) activation only.

Level Two EOC Activation:

Level Two activation is normally achieved as an increase from Level Three or a decrease from Level One. This activation level is used for emergencies or planned events that would require more than a minimum staff but would not call for a full activation of all organization elements. One person may fulfill more than one SEMS function in the process of building out level two. The EOC Director, in conjunction with the general staff, will determine the required level of continued activation under Level Two, and demobilize functions or add additional staff to functions as necessary based upon event considerations. These are often a moderate to possible severe activation wherein local resources are not adequate and mutual aid may be required on a regional or even statewide basis.

Approximately 12-25 staff could be activated to serve functions. This is often the most common activation. Representatives to the EOC from other agencies or jurisdictions may be required under Level Two to support functional area activations. Level Two activation could be a more common occurrence for planned events (i.e. Sikh Parade or Large-Scale Community Event).

Level One EOC Activation:

Level One activation involves a complete and full activation with all organizational elements at full staffing. Level One would normally be the initial activation during any major emergency where resources in or near the impacted area are overwhelmed and extensive state and/or federal resources will be required. The numbering sequence of EOC staffing progression is established in the SEMS guidelines and is the opposite of the NIMS numbering sequence. Given that the SEMS guideline has been in place since the inception of SEMS, this plan recommends continuing the sequence as established in the SEMS guidance documents. At this level a local emergency and a State of Emergency will be proclaimed and a Presidential Declaration of an Emergency or Disaster tion may involve a Department Operations Center (DOC)
Level Two activation is normally achieved as an increase from Level Three . This activation level is used for emergencies or planned events that would require more than a minimum staff but would not call for a full activation of all organization elements fulfill more than one SEMS function in the process of building out level two staff, will determine the required level of continued activation under Level Two, and demobilize functions or add additional staff to functions as necessary based upon These are often a moderate to possible severe ac
resources are not adequate and mutual aid may be required on a regional or even statewide basis.

Approximately 12-25 staff could be activated to serve functions. This is often the most common Representatives to the EOC
Level Two to support functional area activations.
occurrence for planned events

City of Yuba City - Emergency Operations Plan
September 2022 100 | P a g e
could be requested for federal assets and assistance. This will be a full activation of the Yuba City EOC Organizational Chart.

The City EOC will be activated and staffed by City personnel and representatives from allied agencies, jurisdictions, and organizations as appropriate.

6.3.2 Emergency Operations Center Location
The primary location for the City EOC is:

Yuba City Fire Station #4
150 Ohleyer Road
Yuba City, CA 95993
*The location of the EOC can change as required by the needs of the incident. Coordination and control for city emergency resources will take place from the EOC as long as environmental and incident conditions allow. However, if conditions require relocation of the EOC, then the EOC Director will designate an alternate facility. The secondary location(s) for the City EOC, in the event that city EOC personnel are working in an unsafe environment or surrounding, will be the following locations (per MOU agreements):

Chico Fire Training Center Yolo County Admin Center
1466 Humboldt Road 625 Court Street
Chico, CA 95928 Woodland, CA 95695
The location of the EOC can change as required by the needs of the incident. Coordination and ity emergency resources will take place from the EOC as long as environmental and conditions allow. However, if conditions require relocation of the EOC, then the EOC Director

City of Yuba City - Emergency Operations Plan
September 2022 101 | P a g e

6.3.3 Emergency Operations Center Staffing
Depending on the incident type, size and complexity, city departments will provide staff to the EOC to assist in the emergency management and support phase of an incident. The city may receive assistance or collaboration from the County OES to support the EOC. If the incident expands or contracts, changes in jurisdiction or discipline, or becomes more or less complex, the on-scene Incident Commander or EOC Director may change to meet the needs of the incident. These changes can occur at any time. In the event that local staffing resources are not adequate to maintain the City EOC, the city may submit a request for support to the operational area. The operational area can then coordinate with the region to request assistance from the state to meet local resource needs.

City departments involved in emergency response and personnel assigned to command and general staff (if previously designated) are required to report to the EOC upon activation. Personnel assigned to the EOC have the authority to make the decisions associated with their command and general staff positions.

Due to the limited personnel and resources available in the city, it is imperative that all primary and alternate EOC staff be trained on ICS/SEMS functions outside their areas of expertise. Regularly exercising ICS, including sub-functions and liaison roles, with volunteers and other support staff will improve overall EOC operation efficiency.

6.3.4 Emergency Operations Center Action Plan
Action Planning is an essential element and important management tool of SEMS at the local government level and involves the following:

A process for identifying priorities and objectives for emergency response coordinating, supporting, or recovery efforts.

Plans that document the priorities and objectives, and the tasks and personnel assignments, associated with meeting the objectives.

The action planning process should involve the EOC Director and general staff, along with other EOC elements, special district representatives, and other agency representatives. The Planning/Intelligence Section is normally responsible for development of the action plan and for facilitation of action planning meetings.

Action plans are developed for a specified operational period that may range from a few hours to 24 hours.

The operational period is determined by first establishing a set of priority actions that need to be performed City departments involved in emergency response and personnel assigned to c previously designated) are required to report to the EOC upon activation. Personnel assigned to the EOC command and general
available in the city, it is imperative that all primary and alternate functions outside their areas of expertise. Regularly exercising ICS, functions and liaison roles, with volunteers and other support staf Emergency Operations Center Action Plan
Action Planning is an essential element and important management tool and involves the following:
tifying priorities and objectives for emergency response coordinating, supporting,

City of Yuba City - Emergency Operations Plan
September 2022 102 | P a g e
and then setting a reasonable time frame to establish and accomplish those actions. The action plans need not be complex but should be sufficiently detailed to guide EOC elements in implementing the priority actions.

6.3.5 Access and Security
During an emergency, access to the City EOC will be limited to designated and assigned emergency operations personnel due to the large volume of incoming and outgoing sensitive information and plans. The EOC Director may allow access on an individual, case-by-case basis, but these instances will be limited in scope and duration. Appropriate security measures will be in place to identify personnel who are authorized to be present and ensure that sensitive information remains at the EOC and is not spread without authorization and careful evaluation.

6.3.6 Deactivation
Each incident will be continuously evaluated to determine the need for continued operation of the EOC after the emergency response phase of the incident has been completed or is slowing in pace and duties. This decision is made by the on-scene Incident Commander, EOC Director, Director of Emergency Services, and/or Emergency Services Coordinator(s).

During the initial phase of the recovery period for a major disaster, it may be desirable to continue to operate the City EOC during the day with limited staffing to facilitate dissemination of public and local government disaster relief information. This alternative should be weighed against the option of immediately requiring the Director of Emergency Services (or designee) to manage recovery operations as part of his/her nonemergency-related responsibilities.

The Emergency Services Director has the final approval authority for activation and closure of the EOC. Once the decision has been made to limit hours/staff or close the EOC, notification must be disseminated to the operational area and any other agencies that were notified it was activated. If necessary, the EOC may also be re-opened and emergency operations re-initiated at any time. As with initial activation, re-activation of the EOC would occur at the direction of the Director of Emergency Services and/or Emergency Services Coordinator(s).
evaluated to determine the need for continued operation of the EOC after the emergency response phase of the incident has been completed or is slowing in pace and scene Incident Commander, EOC Director, Director of Emergency Services, (s). During the initial phase of the recovery period for a major disa the City EOC during the day with limited staffing to facilitate dissemination of public and local government disaster relief information. This alternative should be weighed against the option of immediately Director of Emergency Services (or designee) to manage recovery operations as part of his/her non related responsibilities.

The Emergency Services Director has the final approval authority for activation and closure of the EOC. On the decision has been made to limit hours/staff or close the EOC, notification must be disseminated to the

City of Yuba City - Emergency Operations Plan
September 2022 103 | P a g e

6.3.7 Emergency Operations Center Coordination and Collaboration (Outside Departments/Private)
Coordination with Field Response Level
Communications and coordination must be established between the EOC and field responders who are responding within the city boundaries. This is accomplished through coordination with the Department Operations Centers (DOC), when activated, and as necessary through the city EOC.

Coordination with Sutter County Operational Area and Other Jurisdictions Direct communications and coordination should be established between Yuba City, Sutter County and any operational area members jurisdiction who have activated an Emergency Operations Center (EOC).

Additionally, as time permits, communications will be established by the county with other member jurisdictions that have not activated their EOCs. It should be the goal to establish communications, by any means available and with whomever is available, regardless of their functional EOC position. Ideally, communications and coordination amongst the city, county and special district EOCs will occur along functional lines and these collaborative relationships will foster a common message and action plan. This process is vital to the success of an
established and worked on prior to any emergency and event.

An agency representative from any operational area jurisdiction that activated its EOC may request to have a liaison at the and this request will be coordinated through the Sutter County EOC or the Emergency Services Manager if the county EOC is not yet activated. Due to space limitations, this would only be recommended during complex or large-scale operations between the city and other operational area members.

Coordination with the County and Special Districts
The emergency response role of county and special districts is generally focused on restoring their normal services or functional area of responsibility. During disasters, some types of special districts will be more extensively involved in the emergency response by directly coordinating, communicating, and assisting local governments (for instance utilizing school districts for incidents involving shelters, school facilities). If a special district does not send a representative to the EOC, then the Liaison Officer in the EOC will be responsible for establishing communications and coordination with the special district liaison. be established between Yuba City,
who have activated an Emergency Operations
Additionally, as time permits, communications will be established by the county with other member It should be the goal to establish c
ever is available, regardless of their functional EOC position. Ideally, communications and coordination amongst the city, county and special dis hese collaborative relationships will foster a common message and action plan. established and worked on prior to any emergency and event.

An agency representative from any operational area jurisdiction and this request will be coordinated through the
Emergency Services Manager if the county EOC is not
only be recommended during complex or large

City of Yuba City - Emergency Operations Plan
September 2022 104 | P a g e
Coordination with the Inland Region Emergency Operations Center Communications with the Inland Region Emergency Operations Center (REOC) are conducted through the Sutter County Operational Area Coordinator. The REOC will work with the operational area directly on behalf of the city and the methods are described as follows:

Primary Method - The REOC sends a field representative to the operational area.

Alternate Method - The operational area and the REOC coordinate through various telecommunications systems.

Coordination and communications between the City of Yuba City EOC and the Inland REOC will occur between the five SEMS functions. Direct coordination and communications will also be established between the Operational Area Mutual Aid Coordinators, who are located in the Sutter County EOC, if activated, and the Region's Mutual Aid Coordinator, who may be located in the REOC.

Coordination with State and Federal Field Response
There are some instances where a state or federal agency will have a field response. State agency field responses may result from a flood, large scale fire response, oil spill, hazardous materials accident on a highway or any other hazard scenarios that are beyond a local response capability.

Federal field response could result from the same scenarios or a military aircraft accident and/or terrorism incident. When a state agency or federal agency is involved in field operations, coordination may be established with the City of Yuba City EOC. State or federal agencies operating in the field may be found in any ICS section, branch, or unit or part of a unified c to the incident will determine their location in the organization and what their duties and assignments should entail. Per SEMS/NIMS, any multi-agency response will require the formation of a unified command structure.

Coordination with Volunteers and the Private Sector
Within Sutter County and the City of Yuba City, coordination of response activities with non-governmental organizations may occur. Privately-owned utilities, such as PG&E will frequently send representatives to activated EOCs to facilitate coordination of critical facility restoration. The City EOC will address volunteer requests from the general public by directing them to the logistics section or the Emergency Volunteer Center (EVC) if activated or established. The city should train and emphasize the need for coordinating and establishing an emergency volunteer section of emergency response and recovery. Other private sector EOC and the Inland REOC will occur
between the five SEMS functions. Direct coordination and communications will also be established between the Operational Area Mutual Aid Coordinators, who are located in the Sutter County EOC on's Mutual Aid Coordinator, who may be located in the REOC.

Coordination with State and Federal Field Response
There are some instances where a state or federal agency will have a field response. State agency field , large scale fire response, oil spill, hazardous materials accident on a other hazard scenarios that are beyond a local response capability Federal field response could result from the same scenarios or a military aircraft accident incident. When a state agency or federal agency is involved in field operations, coordination may be City of Yuba City EOC. State or federal agencies operating in the field may be found in any ICS section, branch, or unit or part of a
to the incident will determine their location in the organization NIMS, any multi

City of Yuba City - Emergency Operations Plan
September 2022 105 | P a g e
corporate interests may contact the EOC through the appropriate liaisons to express their interest in assisting in response and recovery operations. City Council members could help field local volunteer requests and work through the proper channels to provide notification.

6.4 Department Operations Centers
In some circumstances a particular city department may have primary responsibility for coordinating the c response to an emergency without the need for full activation of the city EOC. In that case, the department could choose to establish a Department Operations Center (DOC) to support operations within that particular department and/or city response to an event. The DOC would be the primary method of communicating the plan and updating individual city departments of current events, actions and response.

These departments may include the following:

City Fire Department Fire emergencies
City Police Department Incidents with security impacts
City Public Works Department Incidents with infrastructure impacts (roads, water/wastewater systems) City of Yuba City All Departments Incidents involving overall health and well-being of residents and city employees
Upon activation of a DOC, notification will be made to the Emergency Services Director and Emergency Services Coordinator(s). The city may choose to activate the EOC to consolidate coordination efforts and in that specific case, the DOC would function within the incident command post or EOC.

6.4.1 PURPOSE AND SCOPE
The Department Operations Center (DOC), when activated, serves as a coordination point for City of Yuba City departments (both collectively and individually). The DOC could be established and implemented to handle emergency response activities during major incidents and/or planned events. It provides direct support to any field level command post(s) or established Incident Management Teams (IMTs), and can serve as the initial set up prior to an EOC activation to provide situational updates to key department members.

Incidents with security impacts
Incidents with infrastructure impacts (roads, water/wastewater systems) Incidents involving overall health and well
Upon activation of a DOC, notification will be made to the Emergency Services Director and Emergency ity may choose to activate the EOC to consolidate coordination efforts case, the DOC would function within the incident command post or EOC.

PURPOSE AND SCOPE
The Department Operations Center (DOC), when activated, serves as a coordination point for

City of Yuba City - Emergency Operations Plan
September 2022 106 | P a g e

6.4.2 ORGANIZATION
The DOC should follow standard organization under the Incident Command System (ICS), and can be scaled up or down based on the necessity or perceived severity of an incident or event.

The Emergency Services Director and/or Emergency Services Coordinator(s) or designee shall designate a member of the department to serve as the DOC Director based on the circumstances surrounding an event or incident. The DOC Director can be a sworn or professional staff member with the appropriate experience and training needed to perform the duties.

The DOC Director shall consider a combination of the following positions under the Incident Command System (ICS) for staffing:

1. Deputy Incident Commander (Deputy I/C)

2. Liaison Officer

3. Public Information Officer

4. Safety Officer

5. Operations Section Chief

6. Logistics Section Chief

7. Planning Section Chief

8. Finance and Administration Section Chief

6.4.3 ACTIVATION AUTHORITY
Activation of the DOC can be initiated for different types of incidents and planned events that may necessitate coordination and support from the DOC.

The following Department Members have the authority to activate the Department Operations Center (DOC) for incidents or pre-planned events:

1. Emergency Services Director (City Manager)

2. Emergency Services Coordinator(s) (Police Chief / Fire Chief)

3. Executive Team Members or designee from any of the above positions Finance and Administration Section Chief

ACTIVATION AUTHORITY
Activation of the DOC can be initiated for different types of incidents and planned events that may necessitate coordination and support from the DOC.

City of Yuba City - Emergency Operations Plan
September 2022 107 | P a g e

6.4.4 NOTIFICATIONS
Upon activation, the DOC Director shall be responsible for making notifications regarding the DOC and the estimated timeframe of the operational period(s) to the city department members listed below. This can be accomplished through the Executive Team or through the DOC Liaison Officer.

1. Yuba City Mayor

2. Yuba City Council Members

3. Yuba City Department Heads

4. Yuba City Supervisors (mid-mangers and first level managers)

5. Sutter County Office of Emergency Management
The entities listed above will communicate within their individual department to ensure a common objective, message and response.

6.4.5 DOC DUTIES
The following information explains the primary responsibilities of the DOC:

1. Provide situational updates to executive command staff, the operational area and other mutual aid partner agencies that may impact overall department readiness and response capability.

2. Develop specific plans that provide emergency preparedness and response information for impending incidents/events throughout the department or city.

3. Coordinate and manage the assignment of city resources to report to incident command.

4. Establish and maintain agency liaison functions during incidents/events that involve the city, city departments, county or mutual aid agencies or resources.

5. Serve as the central coordination point for gathering, analyzing and disseminating emergency information or intelligence (internally and externally) to other agencies/ divisions, contract cities, county/OA EOC and mutual aid partners.

6. Coordinate appropriate resource requests through the city for any and all mutual aid requests.

7. Provide extended or expanded emergency incidents with appropriate communications and logistical support.

8. Maintain and display current and accurate incident situation and resource status information. individual department to ensure a common
The following information explains the primary responsibilities of the DOC:
xecutive command staff, the o
partner agencies that may impact overall department readiness and response capability.

Develop specific plans that provide emergency preparedness and response information for impending incidents/events throughout the department or city
Coordinate and manage the assignment of city resources to report to Establish and maintain agency liaison functions during incidents/events that involve ounty or mutual aid agencies or resources.
the central coordination point for gathering, analyzing and disseminating emergency information or intelligence (internally and externally
ounty/OA EOC and mutual aid partners.

City of Yuba City - Emergency Operations Plan
September 2022 108 | P a g e

6.4.6 DOC ACTIVATION LEVELS
The Department's DOC operates on 3 general levels or phases of activation/operation:

1. Level 1 (Heightened Awareness)
Level 1 is the lowest level of activation and may require the least amount of personnel. This level requires the Emergency Services Director to be aware of potential situations and make any required notifications outlined in documentation of the activation. This level can be as low as routine day-to-day operations or a virtual activation in which positions are designated and personnel are identified; however, staffing may not be immediately required.

2. Level 2 (Modified Tactical Alert)
Level 2 is a moderate level of activation that may require a pre-determined cadre of personnel or a DOC Manager to be appointed to operate. These personnel shall fill designated DOC positions based on the type of hazard and additional requests may be designated for shift relief if an event extends into multiple operational periods or there is a determined need for a possible EOC activation.

3. Level 3 (Tactical Alert)
Level 3 is the full activation of the City of Yuba City Department Operations Center. This level may require a growing number of city employees, EOC position buildout or a specific Incident Management Team (IMT) to operate. These personnel shall fill positions designated by the DOC Director and may require deployment to a pre-determined location or command post. The DOC may become the single point of ordering of supplies, equipment, resources, etc. for the city.

These activation levels are consistent with the Standardized Emergency Management System (SEMS), the California Office of Emergency Services (Cal-OES), and the City of Yuba City Emergency Operations Plan (EOP).

The level of staffing in the DOC is flexible and scalable driven by the type, size and requested resources for individual incidents/events. The DOC Director will determine the appropriate staffing level and relay pertinent information of the scale of the activation and position need requests. command load on the city and ensure common objectives are relayed and messaging and response is clear and followed.
level of activation that may require a pre-determined cadre of personnel or a to operate. These personnel shall fill designated DOC positions based on the type may be designated for shift relief if an event extends into multiple determined need for a possible EOC activation.
is the full activation of the City of Yuba City Department Operations Center. This level may require employees, EOC position buildout or
operate. These personnel shall fill positions designated by the DOC Director and may require deployment to determined location or command post
equipment, resources, etc. for the city. These activation levels are consistent with the Standardized Emergency Management System (SEMS), the

City of Yuba City - Emergency Operations Plan
September 2022 109 | P a g e

6.4.7 DOCUMENTATION
Activity logs for each staffed DOC position shall be required and the DOC Director shall have the responsibility of ensuring this task is followed and completed. These documents are critical and shall be given the utmost priority. Logs shall be accurately maintained for the duration of the DOC activation and shall be used to document all actions taken during the course of the DOC activation.

6.5 Incident Command System
ICS is a standardized, flexible, scalable, all-hazard incident management system designed to be utilized from the time an incident occurs until the need for management and operations no longer exists. The City of Yuba City will utilize ICS to manage resources and activities during an emergency response, in order to communicate with other responding agencies using common terminology and operating procedures. The city During a large-scale incident, it can be staffed and operated by qualified personnel from any emergency service agency and any city department member who has received the proper training, this could include personnel from a variety of disciplines. The city ICS structure can also be utilized for lower level emergencies such as a minor incident involving a single emergency response agency. The city has established an EMO, supporting EOC activation and ICS operational procedures and position checklists. These checklists and corresponding ICS forms can be found in the Yuba City Emergency Management Plan Folder located on the City OneDrive.
*See following page for example of YC-EOC organization chart. This chart will be included in the back of the EOP.
management system designed to be utilized from
the time an incident occurs until the need for management and operations no longer exists. The City will utilize ICS to manage resources and activities during an emergency response, in order to mmunicate with other responding agencies using common terminology and operating procedures. The scale incident, it can be staffed and operated by qualified personnel from any emergency ity department member who has received the proper training personnel from a variety of disciplines. The city ICS structure can also be utilized for lower level emergencies such as a minor incident involving a single emergency response agency. The supporting EOC activation and ICS operational procedures and position checklists. The ICS forms can be found in the Yuba City Emergency Management Plan Folder located on the *See following page for example of YC

City of Yuba City - Emergency Operations Plan
September 2022 110 | P a g e

6.6 Emergency Operations Center (EOC) Duties

6.6.1 Emergency Operations Center Director
The EOC Director is responsible for EOC operations when it is activated and has overall responsibility for coordinating resources in support of emergency operations.

In general, the EOC Director is responsible for the following:

Maintaining EOC operations in accordance with the principles of SEMS, NIMS and ICS.

Approving and supporting implementation of an Incident Action Plan (IAP).

Coordinating activities supporting emergency operations.

Approving release of information through the PIO.

Emergency Operations Center (EOC) Duties

City of Yuba City - Emergency Operations Plan
September 2022 111 | P a g e
Performing the duties of the following Command Staff if no one is assigned to the position:

1. Safety Officer

2. PIO

3. Liaison Officer
If the incident expands or contracts or if the incident changes in jurisdiction, discipline or complexity, the EOC Director may change to meet the needs of the incident.

Sets priorities, promotes unity of effort and ensures guidance and contingency plans are set for EOC staff and support services.

Ensures EOC staff sets clear guidance and directives and follows up on actions once initiated.

Reports to City Mayor and Council Members on policy and plans.

Coordinates with the OES Inland Region.

Manages transition from response to recovery and makes proper notifications.

6.6.2 Emergency Operations Center Command Staff
Safety Officer
The Safety Officer is responsible for the safety and operations of all emergency response personnel as well as the safety and operations of EOC command and general staff personnel. The Safety Officer will continually be tasked with monitoring and assessing hazardous and unsafe situations and developing measures for assuring personnel safety and clear messaging and planning. They will put emphasis on correcting the unsafe acts or conditions, through the regular line of authority, although the officer may exercise emergency authority to stop or prevent unsafe acts when immediate action is required. The Officer maintains awareness of active and developing situations, approves the Medical Plan (ICS Form 206), and includes safety messages in each Incident Action Plan.

Identifying initial hazards, determining personal protective equipment requirements and defining decontamination areas.

Implementing site and access control measures.

Monitoring and assessing the health and safety of response personnel and support staff.

Preparing and implementing a site Health and Safety Plan and updating the EOC Director, on-scene Incident Command, and Operations Chiefs as necessary regarding safety issues or concerns.

Exercising emergency authority to prevent or stop unsafe acts. and developing situatio
makes proper notifications.

Emergency Operations Center Command Staff
The Safety Officer is responsible for the safety and operations of all emergency response personnel ommand and general staff personnel
monitoring and assessing hazardous and unsafe situations and developing measures for and clear messaging and planning
through the regular line of authority, although the
to stop or prevent unsafe acts when immediate action is required. The Officer maintains awareness of active ns, approves the Medical Plan (ICS Form 206), and includes safety messages in each

City of Yuba City - Emergency Operations Plan
September 2022 112 | P a g e
Public Information Officer
The PIO will be charged to help coordinate and manage the c county, regional, and state agencies, as well as tribal entities, political officials and other emergency management stakeholders. They will be responsible for the formulation and release of information about the incident to the news media and other appropriate agencies and organizations. The Information Officer (PIO) will be the point of contact for the media and other government agencies that desire information directly from the incident.

Developing and coordinating release of information to incident personnel, media and the general public.

Coordinating information sharing among the public information network through the use of a Joint Information System (JIS) and if applicable participating in a JIC.

Implementing information clearance processes with the EOC Director.

Conducting and/or managing media briefings and implementing media-monitoring activities.

Receiving, formulating and distributing accurate information to appropriate agencies and organizations.

Acting as the point of contact for outside agencies to gather information about the incident.

Managing and ensuring all social media platforms related to the incident are consistent in message and content.

Liaison Officer
The Liaison Officer is the primary point of contact for assisting and cooperating agency representatives. This includes agency representatives from fire agencies, law enforcement, public works, engineering organizations, independent contractors and other various volunteer organizations (Red Cross, TIP, etc.). The Liaison Officer will be from the jurisdictional agency operating and coordinating the EOC and all other agencies or representatives not involved in the unified command would coordinate through the Liaison Officer.

Responsibilities typically associated with a liaison role include:

Serving as the contact point for local government officials, agency or tribal representatives and stakeholders.

Coordinating information and incident updates among interagency contacts, including the public information network.

Developing and coordinating release of information to incident personnel, media Coordinating information sharing among the public information network through the use of a Joint nd if applicable participating in a JIC.

Implementing information clearance processes with the EOC Director.

Conducting and/or managing media briefings and implementing media accurate information to appropriate agencies and organizations. oint of contact for outside agencies to gather information about the incident.

Managing and ensuring all social media platforms related to the incident are consistent in message primary point of contact
epresentatives from fire agencies, law enforcement, public works, engineering

City of Yuba City - Emergency Operations Plan
September 2022 113 | P a g e
Providing resource status updates and limitations among personnel, capabilities, equipment, and facilities to the EOC Director, government officials, and stakeholders.

Ensure outside agency representatives have a clear understanding of their roles and responsibilities as they pertain to the incident.

Miscellaneous EOC Command Staff Positions
The following positions may be activated and filled depending on the extent of the emergency and the need determined by the EOC Director:

Emergency Operations Center (EOC) Coordinator
Private Sector Coordinator
Legal Officer
Emergency Operations Center (EOC) Coordinator
The Emergency Services Coordinator serves the role as the primary assistant to the Emergency Operations Center (EOC) Director and may serve as the deputy/assistant Director of the EOC.

The Emergency Operations Center Coordinator primary duties include the following:

Ensures all assigned staff and resources follow the guidance and direction laid out by the director.

Assists the director to organize the appropriate level of EOC organization.

Continually monitor the staffing pattern outlined by the director and ensure that functional positions are staffed to the greatest effect with the resources available.

Assume specific responsibilities outlined and assigned by the director.

Assist in the layout and setup of the initial EOC activation.

Legal Officer
The Legal Officer is tasked with the responsibility to support the EOC and EOC Director with legal advice and recommendations that directly affect the city and their response to various emergency situations.

Provide legal guidance and direction to the EOC Director and communicate with the City Council on issues critical to emergency response.

Provide expertise on issues related to recovery and mitigation.

The Emergency Services Coordinator serves the role as the primary assistant to the Emergency Operations Center (EOC) Director and may serve as the deputy/assistant Director of the EOC.

The Emergency Operations Center Coordinator primary duties include the following Ensures all assigned staff and resources follow the guidance and direction laid out by the irector to organize the appropriate level of EOC organization.

Continually monitor the staffing pattern outlined by the are staffed to the greatest effect with the resources available. responsibilities outlined and assigned by the
layout and setup of the initial EOC activation.

City of Yuba City - Emergency Operations Plan
September 2022 114 | P a g e
Ensure all directives, rules, ordinances and regulations meet legal requirements.

Participate in the development and implementation of declarations, proclamations, evacuations and related emergency management legal matters.

6.7 ADMINISTRATION

6.7.1 Introduction
The Administration function manages all financial, administrative and cost analysis aspects of the emergency.

Initially this work may be done in the EOC, but in later stages of the emergency this function may be accomplished at other locations.

6.7.2 Damage Assessment
The Damage assessment is the process of identifying and quantifying damages that occur as a result of a disaster. The objective of the damage assessment is to provide situational awareness to the EOC about the state of critical and essential functions to help facilitate the move from response into recovery. It also facilitates the decisions to appropriately direct resources and teams and is ultimately used as the initial basis to justify or determine state or federal assistance.

Damage assessment is conducted in two phases:

Initial Damage Estimate (IDE)
Preliminary Damage Assessment (PDA)
Initial Damage Estimate (IDE):

This estimate begins immediately after the incident occurs and helps to determine life safety issues and is responsible for identifying the hardest hit areas to help estimate the damaged infrastructure. The initial damage assessment determines whether more detailed damage assessments are necessary and identifies those areas where further efforts should be concentrated.

Preliminary Damage Assessment (PDA):

This assessment is done to verify the initial damage assessment (especially for state/federal assistance) and gather additional information on areas or functions that are going to require additional resources so recovery can be prioritized and planned for.

Initially this work may be done in the EOC, but in later stages of the emergency this function may be ssessment is the process of identifying and quantifying damages that occur as a result of a disaster. The objective of the damage assessment is to provide situational awareness to the EOC about the critical and essential functions to help facilitate the move from response into recovery. It also facilitates the decisions to appropriately direct resources and teams to justify or determine state or federal assistance.

Damage assessment is conducted in two phases:

Initial Damage Estimate (IDE)
Preliminary Damage Assessment (PDA)

City of Yuba City - Emergency Operations Plan
September 2022 115 | P a g e

6.7.3 Processes
Windshield Surveys
Following a disaster, on-duty fire, police and public works field units perform windshield surveys. The survey is done quickly, without exiting the vehicle, and includes a brief observation of the structure or area for obvious damages. The Red Cross, Cal-OES or FEMA may also be tasked with assisting with windshield surveys and initial impression evaluation. Windshield surveys may also be used to develop the Initial Damage Estimate (IDE) discussed in the previous section.

Safety Assessment
Following the emergency event and with high priority, a Rapid Safety Assessment is conducted on occupied buildings and pre-designated essential facilities (e.g., occupied structures, access roads, bridges, utilities etc.) The assessment involves an immediate visual inspection by Safety Assessment Teams (SATs) assigned by the EOC Safety Assessment staff to identify unsafe structures/area and obvious hazards.

Unsafe structures are evacuated immediately, hazardous conditions are secured and occupied buildings are posted as Unsafe, Restricted Use or Inspected, as indicated. The inspection and assessment process will be performed in accordance with the Applied Technology Council (ATC-20-2) Procedures for Post Earthquake Safety Evacuation of Buildings. Mutual aid for the conduct of these assessments can be obtained through the Safety Assessment Program overseen by Cal EMA.

Detailed Inspection
Based on findings from the SATs, detailed inspections are performed on damaged facilities by personnel assigned by the EOC Safety Assessment staff. This inspection includes a more thorough examination to document damages, identify repair and assess for the need for bracing and shoring requirements. This inspection is in important to evaluate the initial posting of occupied structures and identify facilities that require an engineering assessment as the next step. The condition of occupied structures may be upgraded or downgraded based on the results of the inspection.

Engineering Assessment
Licensed engineers conduct detailed assessments on damaged structures and facilities to prepare plans for repairs, reconstruction and engineering cost estimates. Depending on the type of facility and the nature of the damage, civil, structural, mechanical and other specialty engineering services may be contracted.

Damage Assessment Chronology Summary
*Refer to Damage Assessment Chronology Summary Chart on the following page:
, a Rapid Safety Assessment is conducted on occupied
designated essential facilities (e.g., occupied structures, access roads, bridges, utilities etc.) The assessment involves an immediate visual inspection by Safety Assessment Teams (SAT assigned by the EOC Safety Assessment staff to identify unsafe structures/area and obvious hazards.

Unsafe structures are evacuated immediately, hazardous conditions are secured and occupied buildings are posted as Unsafe, Restricted Use or Inspected, as indicated. The inspection and assessment process will be performed in accordance with the Applied Technology Council (ATC Earthquake Safety Evacuation of Buildings. Mutual aid for the conduct of these assessments can be obtai through the Safety Assessment Program overseen by Cal EMA.

Based on findings from the SATs, detailed inspections are performed on damaged facilities by personnel assigned by the EOC Safety Assessment staff. This inspection inclu document damages, identify repair and assess for the need for evaluate the initial posting of occupied structures and identify facilities that require

City of Yuba City - Emergency Operations Plan
September 2022 116 | P a g e
Damage Assessment Chronology
Time Frame Purpose Method/Teams
Windshield Survey
0-12 hours post-event Locate and identify casualties and hazards to aid the direction or
response efforts.

1. Windshield Survey Form

2. Police, Fire and Public Works
field units, and ARC
Safety Assessment
0-24 hours post-event Identify life safety problems,
obvious structural or utility
damage. Includes assessment of
roads, bridges, tunnels, and
access areas. Buildings are
assessment is also used to
identify requirements for
barricades.

1. ATC-20-2 Rapid Evaluation
Safety Assessment Form

2. Safety Assessment Teams
assigned by the EOC Safety
Assessment staff
Detailed Damage Assessment
24 hours to 1-week post-event Identify and document damage and initial cost estimates. Inspect
structures, bridges, tunnels, water
lines, fire alarm systems, sewer
lines, street lights, and roadways.

The assessment is also used to
prepare for emergency repairs,
bracing and shoring.

1. ATC-20-2 Detailed Evaluation
Safety Assessment Form

2. ATC-20-2 Fixed Equipment
Checklist

3. Safety Assessment Teams
assigned by the EOC Safety
Assessment staff
Engineering Assessment
1 week to 2 months post-event A quantitative engineering evaluation of damage. This
assessment is used to prepare
plans for permanent repairs and
to prepare engineering cost
estimates.

1. Engineers and architects

2. Consulting structural,
mechanical and geotechnical
engineers
Figure 9 - Damage Assessment Chronology Summary Chart
Identify and document damage
and initial cost estimates. Inspect
structures, bridges, tunnels, water
lines, fire alarm systems, sewer
lines, street lights, and roadways.

The assessment is also used to
Detailed Damage Assessment
damage. Includes assessment of
access areas. Buildings are
assessment is also used to
identify requirements for
barricades.

2. assigned by the EOC Safety
Assessment staff

City of Yuba City - Emergency Operations Plan
September 2022 117 | P a g e

6.7.4 Documenting and Reporting Damage Assessments
Reporting
Any damage that immediately endangers life safety or the continued safe operation of a facility, should be immediately reported to the EOC Operations Section and this evaluation process and updating should occur routinely. Initial damage, secondary damage and damage growth should be evaluated to ensure all information and reports are accurate and up to date. As this reporting process is updated, copies of all damage reports should be forwarded to the Planning Section for review, analysis and posting on status boards.

Windshield Survey
Field units should report hazards or major damage, via phone or radio, to the assigned EOC Operations Section Chief or his/her designee and Community Emergency Response Teams (CERTs) or volunteer service groups (if available and involved) should report any damage observed via phone or runner to their predetermined liaison contact.

Safety Assessment
The results of safety assessments are reported by SATs to the assigned Operations Section Safety Assessment staff via phone or radio. Based on the results of these assessments, initial response strategies and priorities may be received by the Operations Section Chief.

Detailed Damage Assessment
Each SAT submits its findings in writing on the appropriate form to the EOC Safety Assessment staff. The Safety Assessment staff arrange for further engineering assessments based on the findings from this assessment. Copies of all forms are forwarded to the Planning Section for the Situation/Status Report.

Engineering Evaluation
Each SAT submits its findings in writing to the EOC Safety Assessment staff. The engineering reports will include all supporting materials, such as drawings, calculations, cost estimates, etc., and will be used to develop, repair and reconstruct plans.

Documentation
Police, Fire and Public Works field units conduct the Windshield Surveys and document their findings. The information may be reported verbally to the EOC, or to the appropriate Law, Fire or Public Works representative who in turn records the information.
, via phone or radio, to the assigned EOC Operations
Community Emergency Response Teams (CERTs)
any damage observed via phone or runner
The results of safety assessments are reported by SATs to the assigned Operations Section Safety Assessment staff via phone or radio. Based on the results of these assessments, initial response strategies and priorities may be received by the Operations Section Chief.

Detailed Damage Assessment
Each SAT submits its findings in writing on the appropriate form to the EOC Safety Assessment staff. The Safety Assessment staff arrange for further engineering assessments based on the findings from this assessment. Copies of all forms are forwarded to

City of Yuba City - Emergency Operations Plan
September 2022 118 | P a g e

6.8 AFTER ACTION REPORTING
The Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS) protocols require any city or county declaring a local emergency for which the Governor proclaims a State of Emergency, to complete and transmit an After-Action Report (AAR) to Cal-EMA within 90 days of the close of the incident period.

At a minimum, the after-action report will provide the following:

Response actions taken
Application of SEMS
Suggested modifications to SEMS
Necessary modifications to plans and procedures
Training needs
Recovery activities to date
The after-action report will serve as a source for documenting emergency response activities and identifying areas of concern and successes. It will also be utilized to develop a work plan for implementing improvements in the future.

The goal of the after-action report will be to provide a composite document for all SEMS levels, providing a broad perspective of the incident, referencing more detailed documents and addressing all areas specified in regulations. It will include an overview of the incident, including attachments, and will also address specific areas of the response. It will be coordinated with, but not encompass, hazard mitigation efforts and -action report.

The Director of Emergency Management Services will be responsible for the completion and distribution of the after-action report, including sending it to the California Emergency Management Agency (Cal-EMA) within the required 90-day period.

For the City of Yuba City, the after- e Cal EMA, the Emergency Services Director, Emergency Services Coordinator(s) and all city employees. As public documents, these reports are accessible to anyone who requests a copy and will be made available through the City as part of the Public Information Act.

Therefore, the after-action reports should be written in clear text with it being well structured, brief and wellpresented and geared to the primary audience. Data for the after-action report will be collected from debrief reports, RIMS documents and other documents developed during the disaster response. Additional action report will serve as a source for documenting emergency response activities and identifying areas of concern and successes. It will also be utilized to develop a work plan for action report will be to provide a composite docu
a broad perspective of the incident, referencing more detailed documents and addressing all areas It will include an overview of the incident, including
fic areas of the response. It will be coordinated with, but not encompass, hazard mitigation The Director of Emergency Management Services
action report, including sending it to the California Emergency Management Agency (Cal period.

City of Yuba City - Emergency Operations Plan
September 2022 119 | P a g e
emphasis should be placed on discussions with emergency responders. The most up-to-date form, with instructions, can be found on RIMS.

6.9 Emergency Operations Center General Staff

6.9.1 Operations Section Chief
The Operations Section Chief position is typically filled by the lead agency managing response activities for a specific type of incident and is responsible for the management of all operations directly applicable to the primary mission. The Operations Chief activates and supervises organization elements in accordance with the Incident Action Plan and directs its execution while additionally directing the preparation of unit operational plans, requesting or releasing resources, making expedient changes to the Incident Action Plan as necessary and reports such to the EOC Director.

The Operations Section is primarily designed and organized into functional units representing agencies involved in tactical operations. The following agencies and organizations are typically included in the Operations Section:

Fire emergencies dealing with fire, search and rescue, earthquake or flood response or hazardous materials.

Law Enforcement incident(s) involving civil disorder/disturbance, significant security/public safety concerns, transportation-related accidents and/or criminal investigations.

Public Health Officials / Medical Branch contamination issues, disease outbreaks, and/or emergency incidents posing threats to human, animal and/or environmental health. Additionally, the triage, treatment and transport of individuals needing medical attention or evaluation.

Public Works incidents resulting in major utility disruptions, damage to critical infrastructure and/or building collapse.

Care and Shelter Branch-The evaluation of individuals needing assistance with basic necessities (food/clothes/shelter) and the evaluation and care for those with functional needs.

Animal Services- Identifies and coordinates with the sheltering of stray animals, relocation and evacuation of animals to safe locations, the collection and disposal of deceased animals and coordinates information, via the PIO, to residents seeking information or details.

Private entities, companies and nongovernmental organizations may also support the Operations Section. Examples of these assistance may provide or include the following:

1. Grassroots social media support for situational awareness, as well as identifying and connecting resources to citizens in need.

2. Non-hazardous debris clearance collection and disposal. operational plans, requesting or releasing resources, making expedient changes to the Incident Action Plan organized into functional units representing agencies
involved in tactical operations. The following agencies and organizations are typically included in the , search and rescue, earthquake
incident(s) involving civil disorder/disturbance, significant security/public safety related accidents and/or criminal investigations.

Public Health Officials / Medical Branch
emergency incidents posing threats to human, animal
triage, treatment and transport of individuals needing medical attention or evaluation. incidents resulting in major utility disruptions, damage to critical infrastructure Care and Shelter Branch-The evaluation of individuals needing assistance with basic necessities

City of Yuba City - Emergency Operations Plan
September 2022 120 | P a g e
Developing and coordinating tactical operations to carry out the IAP.

1. Managing field response activities

2. Directing implementation of unit operational plans

3. Requesting resources as needed
Managing and incorporating community partners and stakeholders (private entities, companies, and nongovernmental organizations) into response operations and plans.

6.9.2 Planning Section Chief
The Planning Section is responsible for forecasting the needs of the response as well as implementing appropriate procedures and processes. Additionally, the Planning Section is responsible for the collection, evaluation, dissemination and use of information about the development of the incident and status of resources, in the current mode and moving forward within an incident.

The purpose of the information from the Planning Section is to:
1) Understand the current situation.
2) Predict probable course of incident events.
3) Prepare alternative strategies and control operations for the incident.

This Section Chief is typically supported by five primary units: Resources, Situation, Documentation, Demobilization, and Damage Assessment.

The Planning Chief is responsible for:

Collecting and evaluating information and distributing incident information through status summaries.

Maintaining resource status, availability and need.

Preparing and disseminating the IAP, including developing alternatives for tactical operations.

Conducting planning meetings.

Establish information requirements and reporting schedules for all ICS organizational elements for use in preparing the Incident Action Plan.

Notifying the Resources Unit of personnel and equipment that has been activated, including names and locations of assigned personnel.

Establish a weather data collection system when necessary.

Assemble information on alternative strategies, future outlooks and contingency planning.

Identifying the need for use of specialized resource(s).

Provide periodic predictions on incident potential.

The Planning Section is responsible for forecasting the needs of the response as well as implementing Additionally, the Planning Section is responsible for the collection, dissemination and use of information about the development of the incident and status of , in the current mode and moving forward within an incident. from the Planning Section is to:
redict probable course of incident events. repare alternative strategies and control operations for the incident. is typically supported by five primary units:
, and Damage Assessment. The Planning Chief is responsible for:

Collecting and evaluating information and distributing incident information through status summaries.

City of Yuba City - Emergency Operations Plan
September 2022 121 | P a g e
Compile and display incident status summary information.

Advise general staff of any significant changes in incident status.

Ensure that normal agency information collection and reporting requirements are being met.

6.9.3 Logistics Section Chief
The Logistics Section is typically supported by the units responsible for supplies, food, communications, medical
be divided into two branches: Service and Support and have seven units supporting these branches. The Units established in the Yuba City EOC are as follows: Communication Unit, Personnel Unit, Food Unit, Facilities Unit, Supply Unit, Transportation Unit and Donation Management Unit. The Section Chief participates in development and implementation of the Incident Action Plan and activates and supervises the branches and units within the Logistics Section.

The Logistics Chief is responsible for:

Managing various resources to meet the needs of incident personnel, such as transportationrelated equipment, EOC staff support services, supplies, facilities and personnel.

Coordinating with the Planning Section to estimate future support and resource requirements.

Assisting with development and preparation of the IAP.

Logistics Resource Priorities
When activated, the Yuba City Emergency Operations Center establishes priorities for resource allocation during the emergency. All city resources are considered part of a pool, which may be allocated by the city EOC to fulfill priority missions. Each department retains control of its non-assigned resources until released for an emergency assignment by the EOC.

Logistics Resource Requests
Resource Requests will be made through one of the following processes:

Discipline-specific (usually Fire and Law) mutual aid systems: Requests for resources that are normally within the inventories of the mutual aid system will go from local coordinator to Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordinator.

All other resource requests will be made through the logistics function at each level.

Communication Unit, Personnel Unit, Food Unit,
Facilities Unit, Supply Unit, Transportation Unit and Donation Management Unit participates in development and implementation of the Incident Action Plan and activates and supervises Managing various resources to meet the needs of incident personnel, such as transportation related equipment, EOC staff support services, supplies, facilities and personnel.

Coordinating with the Planning Section to estimate future support and resource requirements.

Assisting with development and preparation of the IAP.

Resource Priorities
Yuba City Emergency O
during the emergency. All city resources are considered part of a pool, which may be allocated by the city EOC to fulfill priority missions. Each department retains control of its non for an emergency assignment by the EOC.

City of Yuba City - Emergency Operations Plan
September 2022 122 | P a g e
Resource requests from jurisdictions within the city will be coordinated with the Sutter County OA EOC to determine if the resource is available internally or other more appropriate sources located within the OA.

Emergency Management Mutual Aid Coordinators at each level will communicate and coordinate with each other to maintain current status on resource requests and allocations within the disaster area. The availability of resources is needed to plan for future requests.

Resource requests from the City of Yuba City EOC to Sutter County OA EOC will be verbally requested and then documented on the Resources Request Form available on the One Drive under supporting documents or forms. Available resources will be allocated to the requesting local government field Incident Commander and if requests for a specific resource exceed the supply, the available resources will be allocated consistent with the priorities established through the action planning process. The Section Chiefs in the city EOC are responsible for ensuring that priorities are followed.

Resources that are not available within the OA will be requested through the regional level which is the State's Inland REOC. Resource requests for equipment, personnel or technical assistance not available to the city should be coordinated with the Sutter County OA and requested through the Sutter County OA level and system. Once the resource requested is coordinated, approved and deployed, the Resource Status Unit is responsible for tracking the resource in coordination with various Operations Branches Yuba City Emergency Resource Directory
The Yuba City Police and Fire Departments maintain an Emergency Resource Directory that lists available vendors, supplies, and equipment that can be available during a disaster situation. This list can be found in the appendix at the end of this document.

6.9.4 Finance Section Chief
The Finance Section is activated for large-scale emergencies or incidents that require emergency funding or use of specialized services and equipment that are not within the c The Finance Section is ultimately responsible for all financial and cost analysis aspects of the incident and for supervising members of the Finance Section to ensure all associated costs are tracked and documented. Potential units assigned to this section include Compensation/Claims, Procurement, Cost, and Time and Recovery. Conversely, during some incidents responding agencies may not require outside assistance as only relatively minor finance or administrative operations are required or necessary. In these instances, the Finance/Administration section can be staffed by a technical specialist in the Planning Section.

Resources that are not available within the OA will be requested through the regional level which is the State's Inland REOC. Resource requests for equipment, personnel or technical assistance not a OA and requested through the Sutter County OA level and . Once the resource requested is coordinated, approved and deployed, the Resource Status Unit is in coordination with various Operations Branches
Yuba City Emergency Resource Directory
The Yuba City Police and Fire Departments maintain an Emergency Resource vendors, supplies, and equipment that can be available during a disaster situation. in the appendix at the end of this document.

Finance Section Chief

City of Yuba City - Emergency Operations Plan
September 2022 123 | P a g e
The Finance and Administration Chief is responsible for the following:

Monitoring costs related to the incident.

Maintaining accounting, procurement and personnel time records.

Conducting cost analyses.

Working closely with federal and state agencies for financial assistance and/or reimbursement for the incident.

Expenditure Tracking
The city may be reimbursed from insurance, state and/or federal sources for disaster-related expenses. The purpose of this section is to provide guidance on the record keeping requirements for claiming such expenses.

Eligible Expenses
Eligible costs are extraordinary costs incurred while providing emergency services required by the direct impact of a declared disaster and which service is the responsibility of the applicant agency. Eligible costs are generally considered to be the net costs over and above any increased revenue or subsidy for the emergency service. Ineligible expenses include costs for standby personnel and/or equipment and lost revenue.

Recordkeeping Requirements
State and federal governments require detailed information to support claims for reimbursement. Funding will be approved or denied based upon the information supplied by applicant agencies. Documentation supporting all costs claimed will be required and all information must relate back to individual original source records.

The following guidelines should be followed when documenting disaster-related reimbursable expenses:

Costs and revenues associated with emergency operations should be segregated from normal operating expenses.

Separate records should be maintained for each vehicle and piece of heavy equipment used for emergency operations.

Vehicle and equipment documentation should include the miles and/or hours operated by location and by operator.
e record keeping requirements for claiming such
Eligible costs are extraordinary costs incurred while providing emergency services required by the direct impact of a declared disaster and which service is the responsibility of the applicant agency. Eligible costs osts over and above any increased revenue or subsidy for the emergency service. Ineligible expenses include costs for standby personnel and/or equipment and lost Recordkeeping Requirements
State and federal governments require detailed informat be approved or denied based upon the information supplied by applicant agencies. Documentation supporting all costs claimed will be required

City of Yuba City - Emergency Operations Plan
September 2022 124 | P a g e
Vehicle operating expenses should include fuel, tires, tubes and maintenance.

Labor costs should be compiled separate from vehicle and/or equipment expenses.

Equipment documentation should include exactly where the equipment was used and for what purpose (i.e. hours and minutes used and the name of the equipment operator if applicable.) Revenues and subsidies for emergency operations must be subtracted from any costs claimed.

Requisitions, purchase orders, and invoices must be maintained for all supplies, materials and equipment expenses claimed.

Costs for supplies and materials must include documentation of exactly where resources were used and for what purpose.

All noncompetitive procurements must be justified.

Expenditure tracking should commence upon notice or obvious occurrence of disasters that require expense of labor, equipment use, materials and other expenses. The Incident Commander(s), EOC Director, and EOC staff are responsible for maintaining written records of all disaster-related personnel overtime, requests for supplies, equipment and contract personnel and receipts for emergency purchases of supplies, equipment and other disaster-related expenses. The city will activate a special coding for emergency expenditure tracking which is used for both labor and equipment.

The Finance Section will compile reports, including total expenditures by category. The Finance Section Chief will submit a summary report on total costs to the EOC Director as requested. This information will be used for state and federal disaster assistance applications. The expenditure data and documentation process are vital to state and federal agencies for requesting financial assistance during and after the disaster.

6.10 Command Strategies
Unified Command
Unified Command allows all agencies with jurisdictional authority or functional responsibility for the incident to jointly provide management direction to an incident through a common set of incident objectives and strategies and a single IAP. Each participating agency maintains its individual authority, responsibility and accountability. The table below presents a comparison of a single Incident Commander and Unified Command.

Costs for supplies and materials must include documentation of exactly where resources were All noncompetitive procurements must be justified.

Expenditure tracking should commence upon notice or obvious occurrence of disasters that require expense of labor, equipment use, materials and other expenses. The Incident Commander(s), EOC Director, and EOC staff are responsible for maintaining written records of all disaster supplies, equipment and contract personnel and receipts for emergency purchases of supplies, equipment related expenses. The city will activate a special coding for emergen tracking which is used for both labor and equipment.

The Finance Section will compile reports, including total expenditures by category. The Finance Section Chief will submit a summary report on total costs to the EOC Director as requested for state and federal disaster assistance applications. The expenditure data and documentation vital to state and federal agencies for requesting financial assistance during and after the disaster.

City of Yuba City - Emergency Operations Plan
September 2022 125 | P a g e
Single Incident Commander Unified Command
The Incident Commander is solely responsible
(within the confines of his or her authority) for
establishing incident objectives and strategies. The
Incident Commander is directly responsible for
ensuring that all functional areas activities are
directed toward accomplishment of the strategy.

The individuals designated by their jurisdictional
and organizational authorities (or by departments
within a single jurisdiction) must jointly determine
objectives, strategies, plans, resource allocations,
and priorities and work together to execute
integrated incident operations and maximize the
use of assigned resources.

Area Command
An Area Command is a management structure established to oversee the organization of multiple incidents handled by separate ICS organizations or very large incidents that involve multiple ICS organizations. Area Command is activated only if necessary, depending on the complexity of the incident and span-of-control and does not have operational responsibilities.

If activated, the Area Command:

Sets overall incident-related priorities:
1) De-conflicts incident management objectives with other ICS organizations and established policies.
2) Allocates critical resources according to incident-related priorities. 3) Identifies critical resource needs and reports them to the EOCs.

Conducts oversight:
1) Ensures proper management and effective communications and provides for personnel accountability and a safe operating environment.
2) Ensures that short-term emergency recovery is coordinated to assist in the transition to full recovery operations.

Multi-Agency Coordination
In the event that the city is coordinating a response with other jurisdictions or agencies with authority over the incident, it may choose to implement a Multi-Agency Coordination Group (MAC Group). Typically, administrators/executives, or their appointed representatives, who are authorized to commit agency resources and funds are brought together to form MAC Groups. Other names for MAC Groups include coordinated decision making and resource allocation among cooperating agencies and may be tasked with establishing the priorities among incidents, harmonizing agency policies and providing strategic guidance and direction to support incident management activities.

An Area Command is a management structure established to oversee the organization of multiple incidents tions or very large incidents that involve multiple ICS organizations. Area Command is activated only if necessary, depending on the complexity of the incident and span conflicts incident management objectives with other ICS organizations and established Allocates critical resources according to incident
Identifies critical resource needs and reports them to the EOCs.

Conducts oversight:

Ensures proper management and effective communications and provides for personnel accountability and a safe operating environment.

Ensures that short-term emergency recovery is coordinated to assist in recovery operations.

City of Yuba City - Emergency Operations Plan
September 2022 126 | P a g e

7.0: INFORMATION COLLECTION AND DISSEMINATION

7.1 Action Planning
The success and reliability of any emergency management process is dependent on the collection, dissemination and consistency of the planning process and the unified spread of information. Therefore, it will be a priority standard of the Yuba City EOC to use action plans to provide a clear and measurable process for identifying objectives and priorities for a given event.

Action Planning is an important management tool that involves the following:

Process for identifying priorities and objectives for emergency response or recovery efforts.

Plans which document the priorities, objectives and the tasks of departments, groups and personnel assignments associated with meeting the outlined objectives.

Providing safe and reliable information that is consistent within in the EOC and the community.

The Action Planning process should involve the EOC Director and section chiefs (one from each Section), along with other EOC staff, such as agency representatives.

7.1.1 Action Planning Requirements
The initial EOC Action Plan may be a verbal plan that is developed during the first hour or two following EOC activation. A verbal plan may also be utilized for incidents involving a limited scope, short duration (less than 12 hours) and a limited number of response personnel. This initial verbal plan may be limited in scope but readily able to be expanded to fill all necessary elements.

An EOC Action Plan shall be developed whenever the EOC is activated, either partially or fully, and a standardized response is deemed necessary.

The Yuba City EOC Action Plan will be required whenever:

Two or more agencies are involved in the response
The incident overlaps more than one operational period
the following
Process for identifying priorities and objectives for emergency response or objectives and the tasks of departments, groups
outlined objectives.

Providing safe and reliable information that is consistent within in the The Action Planning process should involve the EOC Director and , such as agency representatives.

Planning Requirements
The initial EOC Action Plan may be a verbal plan that is developed during the first hour or two following EOC activation. A verbal plan may also be utilized for incidents involving a limited scope, short duration (less than 12 hours) and a limited number of response personnel.

City of Yuba City - Emergency Operations Plan
September 2022 127 | P a g e
All EOC functions are partially or fully staffed
The EOC Action Plan addresses a specific operational period which may vary in length from a few hours to days depending on the circumstances. The plan should be regularly reviewed and evaluated throughout the operational period and revised or updated as warranted.

7.1.2 Action Plan Elements
The elements to be included in the EOC Action Plan are as follows:

Operational period covered by the plan.

Parts of the EOC organization that have been activated on the specified organizational chart.

Assignment of primary and support personnel and material resources to specific tasks and locations.

Any logistical or technical support to be provided and by whom.

Objectives (attainable, measurable and flexible) to be accomplished.

Current priorities to meet the objectives.

The strategy to be utilized to achieve the objectives.

Elements that directly affect the action plan (i.e. weather/safety concerns/ threats) In addition to the required elements listed above, the Action Plan may also include:

Specific departmental mission assignments.

Policy and/or cost constraints.

Any inter-agency or multi-jurisdictional considerations.

EOC organization that have been activated on the specified organization Assignment of primary and support personnel and material resources to specific tasks and locations. ny logistical or technical support to be provided and by whom. bjectives (attainable, measurable and flexible) to be accomplished. urrent priorities to meet the objectives.
he strategy to be utilized to achieve the objectives.
directly affect the action plan (i.e. weather/safety concerns/ threats)

City of Yuba City - Emergency Operations Plan
September 2022 128 | P a g e

7.1.3 Planning Responsibilities
Primary responsibility for developing the EOC action plan rests with the Planning Section Chief; However, development of the plan requires the active participation of the EOC management and general staff. The operations section plays a vital role in action planning and must work closely with the planning section during action plan development. When indicated, the Planning Section Chief will request specific technical experts to provide input to the plan and the EOC Director is responsible for approving the plan and ensuring the operational period, incident objectives, priorities and information messaging is consistent and meets the direction of the city and the emergency management organization.

For incidents requiring close coordination with external agencies, (e.g., Cal-EMA, state first responder agencies and/or federal response, etc.), the action planning process should grow in scope and input from the corresponding agencies involved.

7.2 EOC Reporting
Information may be sent to city departments, EOC personnel, the Sutter County Operational Area and other key agencies directly involved or impacted using the Response Information Management System (RIMS), OASIS, radio, telephone, email, internet or fax. Regardless of the method of communication, all data should be verified and protected prior to transmission. If unverified data must be transmitted, it should be clearly designated as unconfirmed information. Consistency within the EOC and working through the proper Action Plan and PIO will ensure that information shared is reliable and deemed necessary to share.

The Yuba City EOC should transmit the following reports to DOCs, city departments and the Sutter County Operational Area:

Preliminary reports
Situation reports
Flash Reports

7.2.1 Preliminary Reports
Preliminary reports are used during the first two hours of an emergency to provide an initial picture of the scope and magnitude of the situation.
lanning process should grow in scope and input from the Information may be sent to city departments, EOC personnel, the Sutter County using the Response Information Management System (RIMS), OASIS, radio, telephone, email, internet or fax. Regardless of the method of communication, all data should prior to transmission. If unverified data must be transmitted, it should be clearly designated as unconfirmed information. Consistency within the EOC and working through the proper Action Plan and PIO will ensure that information shared is reliable and EOC should transmit the following reports to DOCs, city departments

City of Yuba City - Emergency Operations Plan
September 2022 129 | P a g e

7.2.2 Situation Reports
Situation reports are brief narratives that present a concise picture of the emergency situation and are prepared for specific time periods. The following should be considered:

At the beginning of an emergency response, the EOC Management and planning staff will determine appropriate times for submitting data and issuing situation reports.

The Situation Report is intended for use after the first two hours of an emergency and can be updated as requested or needed.

The Inland Region Situation Status forms contain the information presented on the Situation Report form. The information may be transmitted via the Internet or fax.

7.2.3 Flash Reports
Flash Reports are used for transmitting critical, time-sensitive information outside regularly scheduled Preliminary Reports or Situation Reports. For example, a flash report would be used to report an impending dam failure or a receipt of a Federal Declaration of a Major Disaster.

Oral Flash Reports may precede written reports and the written report later serves as confirmation and documentation of the information that was provided.

7.2.4 Documentation
Unit/activity logs are used to record significant events, communications and daily actions associated with an emergency for a given operational period or shift. Each EOC staff position is responsible for maintaining a unit/activity log and documenting the activities that pertain to actions and response.

All copies of reports, SEMS forms and logs must be submitted to the Planning Section (Documentation Unit) prior to the close of each operational period or prior to EOC deactivation if operations do not require multiple shifts.

7.2.5 Status Boards
Status Boards are erasable boards or projections from computer systems located around the EOC. The Status Boards provide decision-makers and EOC staff with essential information such as road closures, shelter location information, river gauge levels etc., at a glance.

The Inland Region Situation Status forms contain the information presented on the Situation Report form. The information may be transmitted via the Internet or fax.

Flash Reports are used for transmitting critical, time-sensitive information outside regularly scheduled Preliminary Reports or Situation Reports. For example, a flash report would be used to report an impending ation of a Major Disaster.

Oral Flash Reports may precede written reports and the written report later serves as confirmation and of the information that was provided.

Documentation
re used to record significant events
emergency for a given operational period or shift. Each EOC staff position is responsible for maintaining a

City of Yuba City - Emergency Operations Plan
September 2022 130 | P a g e

7.3 EOC Reporting Systems
The State of California has an internet based information reporting system for use during emergencies. The purpose of the Response Information Management System (RIMS respond to:

Respond to, manage and coordinate requests for resources Collect, process, and disseminate information during and after a disaster

7.4 Emergency Public Information
Emergency public information is a priority of utmost importance during emergencies and disasters and city government has a primary responsibility to provide accurate and timely information to the public regarding conditions, threats and protective measures. To avoid conflicts and confusion, the Emergency Public Information function operates best when centralized and coordinated among all involved jurisdictions, agencies and organizations.

This information will be collected, analyzed and organized to ensure clear direction to the Yuba City community. The goal of emergency public information will be to provide information that is relevant to the safety and welfare of recipients in the event of an emergency. Such information shall include but not be limited to instructions and directions to alleviate or avoid the impact of an emergency. The next section of this EOP (Section 8) will explain the process of emergency notifications to the residents of Yuba City and Sutter County.

The City of Yuba City has established a Public Information Officer (PIO) Team, with members from various departments, and they are tasked and trained with the handling of information and the coordination in disseminating that information to the general public, the local/regional/state/national media and ensuring the information is accurate, readily available and easily understood. The PIO Team will use a variety of methods her various means) to maintain the
necessary flow of information between the EOC/IC and residents in the community. nformation is a priority of utmost importance during emergencies and disasters government has a primary responsibility to provide accurate and timely information to the public regarding conditions, threats and protective measures. To avoid conflicts and confusion, the Emergency Public Information function operates best when centralized and coordinated among all involved jurisdictions, collected, analyzed and organized to ensure clear direction to the Yuba City ublic information will be to provide information that is safety and welfare of recipients in the event of an emergency. Such in limited to instructions and directions to alleviate or avoid the impact of an emergency. this EOP (Section 8) will explain the process of mergency notifications to the residents of Yuba City and The City of Yuba City has established a Public Information Officer (PIO) Team, with members from various departments, and they are tasked and trained with the handling of information and the coordination in disseminating that information to the general public, the local/regional/state/national media

City of Yuba City - Emergency Operations Plan
September 2022 131 | P a g e

8.0 Communication and Emergency Alert Notification Systems In coordination with established public safety warning protocols, the activated EOC will manage the dissemination of timely and adequate warnings to threatened populations in the most effective manner possible. Warning information will be issued as quickly as a threat is detected, using the most direct and effective means possible. These Emergency Alert Notifications should be actively promoted within the community and annual tests and media campaigns should be a part of the Emergency Management Organization.

8.1 Warning Responsibility
When the EOC is not activated, the city Public Safety Departments (Police/Fire) will coordinate the dissemination of official alerts and warnings through the Yuba City Police Department Dispatch Center.

These official alerts will be generated to the general public and allied agencies using the available methods (CodeRED, Zonehaven, Reverse 911) and any other available alert and warning mechanisms available to the city.

8.2 Warning and Alert Mechanisms
Depending upon the threat and time availability, the EOC will initiate alerts and warnings utilizing any of the following methods:

Activation of the Emergency Alert System (EAS)
Activation of the Emergency Digital Information System (EDIS) Activation of the California Law Enforcement Mutual Aid Radio System (CLEMARS) Activation of the Telephonic Alert and Warning System (CodeRED / Zonehaven) Social Media Platforms (Twitter/Facebook/Instagram)
Media broadcast alerts
As in any emergency, the effectiveness of any warning will be dependent upon many factors including:

Time availability
Initial notice of threat
Time of day
Language barriers
Receiving challenges for those with or caring for functional needs Public Safety Departments (Police/Fire)
Yuba City Police Department Dispatch Center
the general public and allied agencies using
other available alert and warning mechanisms available to Warning and Alert Mechanisms
Depending upon the threat and time availability, the EOC will initiate alerts and warnings util Activation of the Emergency Alert System (EAS)
Activation of the Emergency Digital Information System (EDIS) Activation of the California Law Enforcement Mutual Aid Radio System (CLEMARS) Activation of the Telephoni

City of Yuba City - Emergency Operations Plan
September 2022 132 | P a g e

8.3 Warning Conditions
Typically warnings will be issued during periods of flash flooding, dam or levee breach threats, major hazardous materials incidents, public health emergencies, fast moving fires, severe weather conditions and/or potential acts of violence. However, warnings may be issued wherever and whenever a threat is perceived and the potential for safeguarding the public is possible through rapid alerting. These notifications systems allow streamlined flow of information and are designed to prepare the community to act when a situation arises or is impending.

8.4 Types of Warning Notifications
The City of Yuba City, and those who reside within city limits or county response, may be involved in several types of public safety notifications based upon the complexity and/or severity of the incident.

These are the three types of Emergency Alert Warning Notifications that residents will receive:

Evacuation Warning
Alerts people in an affected area of a potential threat to life and property.

Informs residents that need additional time to evacuate, that they should consider leaving during this time and facilitating their own action plan.

Prepares people for potential Immediate Evacuation Order.

Evacuation Order (Mandatory)
Immediate movement of people out of the area.

Advisement that staying risks the life of civilians and First Responders.

This is a lawful order to leave the area immediately.

The area is lawfully closed to public access
Shelter-In-Place
Advises people to stay secure at their current location by remaining in place as evacuation will cause a higher potential for loss of life.
ounty response, may be involved in
several types of public safety notifications based upon the complexity and/or severity of the Notifications that residents will receive:
of a potential threat to life and property.
additional time to evacuate, that they should consider leaving during and facilitating their own action plan.

Prepares people for potential Immediate Evacuation Order. (Mandatory)
Immediate movement of people out of the area
taying risks the life of civilians and First Responders a lawful order to leave

City of Yuba City - Emergency Operations Plan
September 2022 133 | P a g e

8.4.1 Authorization
Pursuant to California Penal Code 409.5(a), state, county and city peace officers, and other designated officials, are vested with the authority to close public and private lands and order evacuations.

Per Penal Code 409.5(a), the Yuba City Police Department Chief could designate a Battalion Chief, Division Chief or Fire Chief as an official who may issue one or more of the emergency notifications listed in Section 8.4 of this EOP. These notifications can be used for any large-scale emergency, which may include flooding or potential flood Incidents, wildland fires, hazmat incidents, significant structure fires, weather related emergencies, issues involving threats to the public, acts of terror or any issue that directly affects the health, safety or well-being of the community and the residents. With that being said, the Yuba City Police Chief must be immediately notified and involved in the process.

8.5 Emergency Alert Notification-Code/RED
CodeRED is a web-based critical communication solution that enables local public safety personnel to notify residents and businesses by telephone, text message, email and social media of time-sensitive information, emergencies or urgent notifications. The system can reach hundreds of thousands of individuals in minutes to ensure information such as evacuation notices, missing persons, inclement weather advisories and more are quickly shared. Only authorized officials have access to send alerts using the CodeRED system. The CodeRED system is an all risk / multi-emergency notification and evacuation system.

Any message regarding the safety of our residents and community will be disseminated using CodeRED.

Alerts will be sent out via phone, email and social media in a variety of situations including boil water notices, gas leaks, evacuation notices or alerts, police activity, fire emergencies, missing persons and a wide variety of other issues or events that threaten public health and safety.

This is a community alert system to ensure that you remain informed of important and pertinent information.

CodeRED allows users and participants to register and select the types of messages and mean of communication that they prefer. CodeRed messages place phone calls to land and cellular phone lines with a pre-recorded voice message. In addition, they send a text message of up to 640 characters to the cell numbers. Finally, an email is sent with no limit on the amount of content in the email.

To sign up for CodeRed visit the Community Notification Enrollment website:
99411
public, acts of terror or any issue that directly affects the health, safety or Yuba City Police
Code/RED
based critical communication solution that enables local public safety personnel to notify telephone, text message, email and soc
emergencies or urgent notifications. The system can reach hundreds of thousands of individuals in minutes to ensure information such as evacuation notices, missing persons, inclement weather advisories quickly shared. Only authorized officials have access to send alerts using the CodeRED system. is an all risk / multi-emergency notification and evacuation system.

Any message regarding the safety of our residents and community will be disseminated using CodeRED. via phone, email and social media in a variety of situations including boil water notices, gas leaks, evacuation notices or alerts,
of other issues or events that threaten public health and safety.

City of Yuba City - Emergency Operations Plan
September 2022 134 | P a g e

8.5.1 City of Yuba City Evacuation Zones and Map
Currently the City of Yuba City is broken into 6 numeric zones with 36 evacuation zones identified within those boundaries. These zones have pre-built CodeRed evacuation messages that can be selected by dispatch and relay specific messaging that involve
Yuba City Fire may be involved in several types of public safety notifications based upon the complexity and/or severity of the Incident, which may include:

Chemical Spills and HazMat Incidents
Wildfire Events
Flooding or High-Water Events
Active Shooter Situations
Power Outages
Severe Weather

City of Yuba City - Emergency Operations Plan
September 2022 135 | P a g e

8.5.2 Community Relocation Centers
In addition, this evacuation map identifies four Community Relocation Centers. These locations are not evacuation sites; however, these locations are capable of transitioning into an evacuation shelter for the grouping of evacuees in a safe location for a limited time. These pre-established Community Relocation Centers allow first responders to immediately evacuate citizens in a hazard zone without the delay of establishing a full evacuation site. The following are the pre-set sites:

Yuba-Sutter Fairgrounds
Yuba City Senior Center
Sikh Temple on Bogue Road
Sikh Temple on Tierra Buena Road

8.6 Emergency Alert Notification-Zonehaven
While the City of Yuba City uses CodeRED as the primary emergency information platform to communicate with city residents and share evacuation orders, warnings and shelter information, it is necessary to discuss and be informed on a separate evacuation platform that is used by Sutter County for residents.

Zonehaven is a cloud-based, evacuation only, platform that uses the critical data input into the program to model and show evacuation zones and routes. The platforms goal is to deliver usable insights to help emergency responders and communities develop, understand and deliver evacuation plans and zones for pre-set areas within the county.

Zonehaven provides two interconnected applications, Zonehaven EVAC and Zonehaven AWARE, and both are designed to provide community residents and responders with reliable sources for evacuation updates and preparation. This platform has been used successfully in wildland fire response applications and allows multi-agency collaboration, communication and an access point for information. Pre-built evacuation routes, road closures, target hazards and areas of concern can be built into the system and allow streamlined planning and updates.

Sutter County will be using this system for residents and Yuba City will be active in the process.

While the City of Yuba City uses CodeRED as the primary emergency information platform to communicate ity residents and share evacuation orders, warnings and shelter information, it is necessary to discuss platform that is used by Sutter County for residents.
evacuation only, platform that uses
model and show evacuation zones and routes. The platforms goal is to deliver usable insights emergency responders and communities develop, understand and deliver evacuation plans and zones for ounty.

Zonehaven provides two interconnected applications, Zonehaven provide community residents and responders with reliable source and preparation. This platform has been used successfully in wildland fire response applications and allows

City of Yuba City - Emergency Operations Plan
September 2022 136 | P a g e

9.0 Plan Development, Maintenance and Implementation

9.1 Plan Development/Review and Maintenance Responsibility This plan is developed under the authority and authorization conveyed to the Emergency Services Coordinator(s) (Fire Chief and Police Chief) in accordance with and by the direction of the Emergency Services Director (City Manager). It is then the primary responsibility of the Emergency Services Coordinator(s) to ensure that the necessary changes and revisions to this plan are prepared, coordinated, published and distributed to all involved entities, departments and personnel.

9.2 Review Components and Updates
This Emergency Operations Plan (EOP), functional annexes, hazard threat appendices, contingency plans and all supporting documents will be reviewed and evaluated annually, with a full document update/evaluation process conducted minimally every three (3) years. Changes to the plan will be published and distributed to all involved departments and organizations.

Recommended changes will be received by the Emergency Services Coordinator(s), reviewed and distributed for comment on a regular basis or following emergency activation, training exercises or updates with key EOC members. Elements of this plan may also be modified by the Emergency Services Coordinator(s) any time state or federal mandates, operational requirements, or legal statutes are updated or adjusted in standard or expectation. Once distributed, new editions to this plan shall supplant older versions and render them inoperable.

Additionally, this EOP will be re-promulgated, reviewed and training will be provided whenever a new senior elected or appointed official takes office, a new Emergency Services Director is put in place or whenever changes are made to the Emergency Service Coordinator(s).

This review will:

Verify contact information.

Review the status of resources noted in the plan.

Evaluate the procedures outlined in the plan to ensure their continued viability. In addition, lead agencies will review the functional annexes and Hazard/Threat Appendices and evaluate the contingency plans assigned to personnel and departments.

Recommended changes should be forwarded to:

Emergency Services Coordinator(s) Fire Chief and/or Police Chief Emergency Services Director City Manager
Emergency Operations Plan (EOP), functional annexes, hazard threat appendices, contingency plans and evaluated annually, with a full document
conducted minimally every three (3) years. Changes to the plan will be published and distributed to all involved departments and organizations.

Recommended changes will be received by the Emergency Services Coordinator or following emergency activation,
. Elements of this plan may also be modified by the Emergency Services ) any time state or federal mandates, operational requirements, or legal statute or adjusted in standard or expectation. Once distributed, new editions to this plan shall supplant olde versions and render them inoperable.

EOP will be re-promulgated, reviewed and training will be provided elected or appointed official takes office, a new Emergency Services Director is put in place or whenever hanges are made to the Emergency Service Coordinator(s).

City of Yuba City - Emergency Operations Plan
September 2022 137 | P a g e

9.3 Event Critique and After-Action Reporting
An important part of the continued development and maintenance of this Emergency Operation Plan (EOP), will be the open and honest dialogue that must occur before, during and after an emergency event. This critique process should be in place for all emergency activations and training events and a primary focus should be made to gather the information, opinions and ideas and analyze how to grow and develop the EOP moving forward.

In order to document and track lessons learned from exercises, the Emergency Services Coordinator(s) will Coordinator(s) will also coordinate an After-Action Review (AAR), which will describe the objectives of the exercise, document the results of the evaluation and improve the c through open and honest communication.

After Action Reviews contain a detailed critical summary or analysis of a past event and are created to reassess decisions and consider possible alternatives for future scenarios. AARs can help summarize and categorize notes taken during and throughout an event and provide participants with early and tangible lessons that were assessed before, during and after response to an event or training.

Reviews and AARs will also be facilitated after an actual disaster and all agencies involved in the emergency response will participate in the AAR. The AAR following an incident should describe actions taken, identify equipment shortcomings and strengths and recommend ways to improve operational readiness.

Recommendations may also include the future planning of exercise events and disaster related programs. In coordination with the Emergency Services Coordinator(s), the Emergency Services Director will ensure that Emergency Management Organization.

9.4 Community Outreach and Emergency Preparedness Education Emergency preparedness refers to the preventative measures the city, its residents and emergency responders should take to reduce the effects of a disaster on life, property, the environment and the community in which we live and work. The goal is to lessen the impact on your life, prepare organizations for extra activity and create a plan that makes the most of resources and time and reduces the efforts needed to keep the population safe.

Within any city or community, an unexpected or large-scale emergency or disaster has the potential to overwhelm city services and emergency response. Due to this fact, it is imperative that community members and residents are prepared to receive information and follow direction. A plan must be in place and early communication and education is the key to success.
summary or analysis of a past event
assess decisions and consider possible alternatives for future scenarios. AARs can help summarize and categorize notes taken during and throughout an event and provide participants with early and ta response to an event
Reviews and AARs will also be facilitated after an actual disaster and a response will participate in the AAR. The AAR following an incident should describe actions taken, identify equipment shortcomings and strengths and recommend ways to improve operational readiness. include the future planning of
rdination with the Emergency Services Coordinator
Emergency Management Organization. Community Outreach and Emergency Preparedness Education

City of Yuba City - Emergency Operations Plan
September 2022 138 | P a g e
The City of Yuba City is dedicated to educating the public about threats, disasters and what to do before, during and after an emergency occurs. The city will maintain an active community preparedness program and recognizes that citizen preparedness and education are vital components of the c Information about the c nd other
emergency management and services can be found on the c The city will continue to build upon the services provided and information will be shared via city, fire and police social media and the Fire Department website. These platforms will be vital resources and should be referenced by the community and promoted by the city departments.

9.4.1 Emergency Preparedness Planning
The City of Yuba City is responsible to conduct a wide array of emergency planning activities. These planning efforts include the development and maintenance of this Emergency Operations Plan (EOP), the development and training for the Emergency Operations Center (EOC), internal Department Operation Plans (DOP) that cover and plan for continuity of operations and other internal operational documents and contingency plans for each department and city response. In addition, emergency planning must account for interagency response plans that have multi-jurisdictional participation and resource acquisition/assistance from various local, regional, state and federal agencies.

Emergency readiness cannot be conducted within a vacuum. The city is responsible for working with all city departments, special districts and allied agencies that are considered a component or resource of the Yuba City Emergency Organization plan. Such coordination extends to the following activities:

Interagency plan development
Interagency training coordination
Interagency exercise development and presentation
Interagency response management
Interagency emergency public information activities
Additionally, the Emergency Service Coordinator(s) ative and lead agent for day-to-day emergency management activities such as: mitigation, preparedness, response, and recovery. Non-emergency functions include planning, training, exercise development, preparedness presentations, interagency coordination, hazard assessment, development of preparedness and mitigation strategies, grant administration and support to city response agencies.

The City of Yuba City is responsible to conduct a wide array of emergency planning activities. These efforts include the development and maintenance of this Emergency Operations Plan (EOP), the s Center (EOC), internal Department Operation Plans
(DOP) that cover and plan for continuity of operations and other internal operational documents and for each department and city response. In addition, emergency planning must account jurisdictional participation and resource acquisition
agencies. Emergency readiness cannot be conducted within a vacuum. The city is responsible for departments, special districts and allied agencies that are considered a component plan. Such coordination extends to the following activities:

Interagency plan development
gency training coordination
Interagency exercise development and presentation
Interagency response management
Interagency emergency public information activities