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03/14/2017CITY OF GRAND TERRACE AGENDA & STAFF REPORTS FOR THE CITY COUNCIL Tuesday, March 14, 2017 6 00 p.m Regular Meeting COUNCIL CHAMBERS , GRAND TERRACE CIVIC CENTER - 22795fBARTON ROAD GRAND TERRACE, CA 92313 r r r Darcy McNaboe, Mayor Sylvia Robles, Mayor Pro Tem Doug Wilson, Council Member Bill Hussey, Council Member Brian Reinarz, Council Member G Harold Duffey, City Manager Richard L Adams, City Attorney Alan French, Public Works Director Linda Phillips, Child Care Director Cynthia A Fortune, Assistant City Manager Sandra Molina, `Planning & Development Services Director The Grand Terrace City Council meets on the Second and Fourth Tuesday of each month at 6 00 p m Reorganization Fiscal Options NXJPJ\\JP� P P P City - Finance Manager Position (R33) Step E $136,875 $136,875 Budget Officer Position (R29) Step E $112,617 $112,617 $112,617 City - Principal Accountant Position (R27) Step E $38,726 $38,726 $38,726 $38,726 $38,726 Sr Management Analyst (R27) Step E $102,147 Executive Assistant (R22) Step C $72,586 $72,586 Admin Intern -1 (R10) Step E $18,302 $18,302 $18,302 $18,302 $18,302 Office Specialist (R13) Step E $51,584 $51,584 $51,584 $51,584 $51,584 Asst to the Manager (R30) Step B $102,1531 1 1 $102,153 Total $347,6401 $323,3771 $293,8161 $323,3831 $318,073 I v 1 3/14/2017 Y s".iik• rt *'a i .s t r Lis r 7" a r t r° Y is jt 1"44 i1 v a€+'1' np3 l �etxtrt;4` e {; ; ta h i' : ? 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S <s x S' t (s) t l`s.t sia>' ��, e ` `+a4 fi-"tti.�',u"' ;v x xt t'�U"� ;5'i; �S Yr y x.3�,t$�s� i i=L.'t .. i j¢c1 i.r Yi}2u. �.E.c S} �t 6 ° i i s P if t"0"t i+i t }i'{c,C0CStS ,�rtplC1C�e;+ d S ;ss�' t`3`• h tti + 1it it 3 th SE y; tL `f a i d t5t flitf��} t i "r,nt# �73 � i i .. �.� rxA i ,�',9v7 •it '" S i" jsui3aS t4i 4 3 jai.. ti"'. i�.§:�,. +�iu+d a SS Y'�dP9t i Yi r 1n s tE ; �•`r in t.� ; ��' n x'a �a�� ,,#z "�s�» .r. � a. �? If +i sz >:�. � s. t st s' §'i''?'i3 �n 1 lf6 5§t sP_i°s_ :-1. �diB..I.G {_ Yf�aLr= hiwrer >s�,s � � is �at0a ?:° F>#'<� t'.',_.t•,as'�. �i §. 1c3.d i ,i. �E_� � z 3a isi�ti j'SY .�,_._ S 1 3/14/2017 'CARE I - BEFORE, & AFTER SCHOOL 4 r f d { f . as of Februa!1-2017 7 r i Y i fff t gTerrace View Elementary n RATIO ', TEACHERS 1' GOAL CURRENT 1 j 14:1 2 28 , 24 Goal not met; no wait list. MC H I L D,,C A:k"Ea = BEFORE' & AFTER SCHOOL j - as of February-�017 ;Grand -Terrace Elementary z v T Y OF f RATIO ;; TEACHERS! GOAL CURRENT j 14:1 1 28 14 E .' Goal not met; no wait list; however, an additional ilk ? teacher will not be hired until 14 children sigma_. 1......._rw_........+..�.J L.., w.,...— ..__ _,_...�,....a.,.. F e..._ ..._......... ..._....�_.L. _....5 .. �e..e+ea��,.._...�..._.._ �. �...-..>✓_.._+.t_.,.�.�.��+.5 A 3/14/2017 554` Grand Terrace Child Care. l�i~ Services x Current Contracts are- February 2017, ' l Tiny -Tots • 24 contracted children,12 1 ratio (2 Teachers) Tiny Tot budgeted goal met 24 children „Y t _ Before & After, School Terrace View Me 24, contracted children, (14.1 `ratio), 2 Teachers, no wait' list, fl o Before & After -,School Grand Terrace,Ele 14 z contracted children, (14.1 ratio),17eacher. School Age budged goal not met 56 children; we have 40 contracted children. i i s • - r I t ^{ I >, 9 Grand Terrace Child Care °'PA ✓ Services ? ` - R I{e` } Current Contracts. February 2017 r 7 s 4 ,ti ? Preschool. (2-5 yr) 3 classes each with 12 r contracted children, (12' 1 ,ratio), the Turtle class has 3 15 contracted children with 2 teachers (12 1 ratio), ; L f k d 1 w dt ' n Iw f w Preschool budgetedgoal met and surpassed, we have, 51 contracted children budgeted for 48. r r Kangaroo: 12 contracted children, 3 Teachers, (4.1 ; ratio) ' Kangaroo budgetedgoal met 12 contracted children. " 5 3/14/2017 CHILD CARE Y t nM Revenue & ExpensetActuals as of 01-31, -2017 Description z;„ s Mnount^ z_ REVENUES $504,845 EXPENDITURES 514,452 .ti v 1 7 s=Net r `JiGI.6081 P t ° FACTORS contributing to current deficit Nutrition program receipt reimbursements have not received payment, x` } State subsidized families have not received w reimbursement, and 4 § Several families`are on payment plans K ; _ _ CHILD, CARET , _}t�*; �Lq � Rfl ftftR K t a^ oTh-a n k I� am�ou. 5 w F ✓ . { available for, an { questions City � Counc"it-ma'y have-.- 7 9 3/9/2017 Analysis of Proposition 64 California Marijuana Legalization Initiative Adult Use of Marijuana Act Analysis of Proposition 64 Overview Legalizes recreational possession, ingestion, sales and cultivation Imposes state excise tax on retail sales Allows local regulation and taxation 1 I 3/9/2017 0 Analys►s of Propos►t►on 64 Local Control We can ban or allow and regulate all commercial marihuana related activities Analys►s of Propos►t►on 64 Personal Use We cannot ban personal use Not allowed in certain areas such as school zones Not allowed while driving 3 �Y d CITY OF RANCHO CUCAMONGA Oho /jjil , CITY OF RANCHO CUCAMONGA In 3/9/2017 Analysis of Proposition 64 Enforcement Challenges CMSh Year f Maxijuana-Related Traffic Deaths* Fatadifies wah Total Statewide Opead— Teshng FotaTdtes POSEve for AAmiumm Percentage Total Fataffies (Mangum-) 536 37 6.92% 2007 554 39 7A4% 2003 548 43 7.85% 2009 465 47 1010% 2010 450 49 1089% 2011 447 63 14 M 2012 472 78 1653% M13 481 71 1 1476% 2014 488 1 94 1 1926% 'Fata4heslavolyaag0perafmsTestingPont" fits I%I"u as S(MCE M6- Analysis of Proposition 64 Enforcement Challenges Thefts Robberies Statistical Tracking 7 3/9/2017 Potential revenues Marijuana Tax Fund revenues go to the SB CmvLLYlnfie+e ebil nks state - no direct funds for cities calif w�wn (can�hy 1096t • Only communities that allow recreational pot sales will see new sales tax A "poison pill' provision could block access to state grants to cities for police, fire, and other programs addressing public health and safety "The Board [of Corrections] shall not make any grants to local governments which have banned the cultivation, including personal cultivation [outdoors] or retail sale of maryuana or maryuana products " Source AUMA Section 34019 (f)(3)(C ) Analysis of Proposition 64 Land Use -Residential • Local Land Use Ordinance cannot prohibit personal cultivation or consumption in a residence • Increased number of Building Code violations (illegal electrical and plumbing work) • Creates neighborhood nuisance issues • Mold and odor Q �B2 up MEETING DATE TITLE PRESENTED BY RECOMMENDATION AGENDA REPORT March 14, 2017 Council Item Monthly Financial Report for January-2017 Cynthia Fortune, Assistant City Manager Receive and file the Monthly Financial Report for the period ending January 31. 2017 2030 VISION STATEMENT This staff report supports City Council Goal #1, "Ensure Our Fiscal Viability," through the continuous monitoring of revenue receipts and expenditure disbursements against approved budget appropriations BACKGROUND The Finance Department has developed a Monthly Financial Report (MFR), which will be submitted to the City Council each month The attached MFR is for the period ending January 31, 2017 The purpose of the MFR is to identify actual revenues received, and expenditures incurred, for the current fiscal year and compare them to the Approved Budget and fiscal year-to-date (YTD) expected amounts The MFR encompasses the City's General Fund DISCUSSION The Fiscal Year (FY) 2016-17 Approved Budget amounts are presented in the attached MFR for reference purposes Any adjustments to the Approved Budget that may occur during the fiscal year will also be reflected in the report The "expected" revenues reflect an analysis of revenue receipts that have, historically, been received as of this month in the fiscal year The resulting positive or negative variances shown in the MFR are in comparison to these "expected" receipts The timing of expenditures is more evenly distributed during the fiscal year- than revenue receipts, however, it is not entirely straight-line in nature For example, some months have three pay penods rather than two Also, debt service payments are only made twice a year Additionally, certain expenditure postings, such as the cost allocation plan, are made quarterly rather than monthly All of these factors are reflected in the YTD "expected" expenditures shown in the MFR As part of the MFR, staff will include explanations of significant variances between YTD actual revenues and expenditures, and those that are "expected" at that point in the Packet Pg 5 r-o Approved Jan Expected Jan YTD 6PPY Bdqt Jan YTD Actuals Jan YTD % A,or Bdqt Positive Ne ative , Variance from Expected Budget REVENUES Property Tax 1,674,000 827,059 49 4% 843,562 50 4% 16,503 Residual Receipts - RPTTF 778,000 564,270 72 5% 594,256 76 4% 29,986 Franchise Fees 500,000 146,181 29 2% 148,770 29 8% 2,589 Licenses, Fees & Permits 336,417 188,804 56 1% 189,249 56 3% 445 Sales Tax 858,000 353,114 41 2% 364,088 42 4% 10,974 Sales Tax - Econ Dev Agreement ' (120,000) 60,000 50 0% 47,066 39 2% 12,935 Proceeds from Sale of Pro ert 260,000 0 0 Intergovernmental Revenue/Grants 5,000 5,000 1000 10,551 2110 5,551 Charges for Services 114,700 59,908 52 2% 79,832 69 6% 19,924 Fines & Forfeitures 58,500 33,925 58 0% 30,508 52 2% 3,417 Miscellaneous 56,690 54,550 96 2% 54,124 95 5% 426 Use of Money & Property 23,000 12,542 54 5% 12,545 54 5% 3 Waste Water Receipts TOTAL REVENUES 300,000 4,844.307 300,000 2,485,353 1000 51 3% 300,000 2,580,419 1000 53 3% I 0 , 95,066 EXPENDITURES BY CATEGORY Salaries 792,146 436,032 55 0% 425,083 53 7% 10,949 Benefits 520,049 319,960 615% 327,949 631% 7,988) Professional/Contractual Services 3,207,015 1,834,290 572% 1,803,604 562% 30,686 Materials & Supplies 207,626 90,418 43 5% 93,812 45 2% 3,394 Lease of Facility/Equipment 8,302 4,334 52 2% 1 4,679 56 4% 344 Utilities 130,870 76,526 58 5% 68,672 52 5% 7,854 Overhead Cost Allocation 281,736 153,225 54 4% 120,850 42 9% i 32,375 Transfers Out 126,500 63,894 50 5% 63,250 50 0% 644 TOTAL EXPENDITURES 4,710,772 2,672,228 56 7% 2.666.198 56 6% 6,030 REVENUE & EXPENDITURE SUMMARY REVENUES 4,844,307 2,485,353 2,580,419 EXPENDITURES 4,710,772 i 2,672,228 (2,666,198 NET 133,535 186 876 85 779 I Packet Po--- 7 i V N 0 OL Q C M .I r4L r-F mn 0 _ M _. CD cQ o r Attachment January-2017 Monthly Financial Report (2134 Monthly Financial Report for January-2017) 0 rh z v X rn rn z rn Attachment January-2017 Monthly Financial Report (2134 Monthly Financial Report for January-2017) Cit of Grand Terrace FY 201 17 General Fund onthl Financial Report For the Period Ending anuar 1, 2017 Jan Jan Positive YTD YTD (Negative) Jan % Variance Approved Jan Approved YTD Approved from REVEN E Budget Expected Budget Actuals Bud4et Expected Property Tax 1 674 000 827 059 49 4% 843 562 50 4% 16 503 Residual Receipts RPTTF 778 000 564 270 72 5% 594 256 76 4% 29 986 Franchise Fees 500 000 1 146 181 29 2% 148 770 29 8% 2 589 Licenses Fees & Permits 336 417 188 804 56 1% 189 249 56 3% 445 Sales Tax 858 000 353 114 41 2% 364 088 42 4% 10 974 Sales Tax Econ Dev Agrmt (120 000) (60 000) 50 0% (47 066) 39 2% 12 935 Proceeds from Sale of Property 260 000 0 0 Intergovernmental Revenue/Grants 5 000 5 000 100 0% 10 551 211 0% 5 551 Charges for Services 114 700 59 908 52 2% 79 832 69 6% 19 924 Fines & Forfeitures 58 500 33 925 58 0% 30 508 52 2% (3 417) Miscellaneous 56 690 54 550 96 2% 54124 95 5% (426) Use of Money & Property 23 000 12 542 54 5% 12 545 54 5% 3 Waste Water Receipts 300,000 300,000 100 0% 300,000 100 0% 0 i OPERATING REVEN E 8 07 2 85, 5 51 3% 2,580 19 53 3% 950 REVEN E E PENDIT RE ARY REVENUES 4 844 307 2 485 353 2 580 419 EXPENDITURES (4,710,772) (2,672,228) (2,666,198) NET 1 .5 5 18 .87 85.779 Q Packet Pg 13 B2a MONTHLY REVENUE - Sales Tax (2016-17 vs 2015-16) JUN $285 0 FY2016 17 Expected FY2016 17 Actuals FY2015 16 Actuals I I '62 448 I _ L_ 100 000 200 000 300 000 400 000 500 000 600 000 700 000 800 000 ■ FY2015 16 Actuals 0 FY2016 17 Actuals ■ FY2016 17 Expected a r a w Packet Pg 15 B2a JUN MAY APR MAR FES JAN DEC NOV OCT SEP AUG JUL MONTHLY REVENUE - Franchise Fees (2016-17 vs 2015-16) $0 $68 175 1$0 $69 205 $0 6 344 $1 1$0 $41 436 $0 $43 469 $48 665 Cg k' $24 572 $0 $0 $59 181 $71 031 $14 37 i $1296 $26 386 2 $26 663 $0 r , $0 � $0 999$0 20 000 40 000 60 000 0 2016-17 80 000 100 000 120 000 140 000 160 000 ■ 2015-16 w a Packet Pg 17 G) m z m �o mn z v m m z v Attachment January-2017 Monthly Financial Report (2134 Monthly Financial Report for January-2017) " B2a Cit of Grand Terrace FY 201 17 General Fund onthl Financial Report For the Period Ending anuar 1 2017 Jan Jan Positive YTD YTD (Negative) Jan % Variance Approved Jan Approved YTD Aonroved from E PENDIT RE Y CATEGORY Budget Expected Budget Actuals Budget Expected Salaries 792 146 436 032 55 0% 425 083 53 7% 10 949 Benefits 520 049 319 960 61 5% 327 949 63 1% (7 988) Professional/Contractual Services 3 207 015 1 834 290 57 2% 1 803 604 56 2% 30 686 Matenals & Supplies 207 626 90 418 43 5% 93 812 45 2% (3 394) Lease of Facility/Equipment 8 302 4 334 52 2% 4 679 56 4% (344) Equipment 0 0 0 0 Capital Projects 0 0 0 0 Utilities 130 870 76 526 58 5% 68 672 52 5% 7 854 Debt Service 0 0 0 (0) Overhead Cost Allocation (281 736) (153 225) 54 4% (120 850) 42 9% (32 375) Transfers Out 126,500 63.894 50 5% 63.250 50 0% 644 4 710 772 2 672 228 56 7% 2 666 198 56 6% 6 030 REVEN E E PENDIT RE ARY REVENUES 4 844 307 2 485 353 2 580 419 EXPENDITURES (4 710 772) (2 672 228) (2 666198) NET 1 .5 5 18 .87 85.779 r Packet Pg 21 B2a jull MAY APR MAR FEB JAN DEC NOV OCT SEP AUG JUL FY2016 17 Expected FY2016 17 Actuals FY2015 16 Actuals MONTHLY EXPENDITURE - Benefits (2016-17 vs 2015-16) 10 000 20 000 30 000 40 000 50 000 60 000 70 000 ® 2016-17 Actuals ■ 2015-16 Actuals 50 000 100 000 150 000 200 000 250 000 300 000 350 000 400 000 450 000 ■ FY2015 16 Actuals ® FY2016 17 Actuals ® FY2016 17 Expected Packet Pg 23 r Q B2a MONTHLY EXPENDITURE - Materials & Supplies (2016-17 vs 2015-16) JUN " $28 5 MAY $22 894 t¢ P APR $1 333 MAR y $22 965 FEB $15 023 20 858 JAN SB 70 yL6 k 8 468 DEC $10 89z 20 673 NOV $23 089 k 7 517 OCT $4 919 g S 8 262 SEP $5 164 20 803 AUG r$18 51 7 230 JUL $13 7 6 5 000 10 000 15 000 20 000 25 000 30 000 © 2016-17 ■ 2015-16 Actuals Packet Pg 25 J I AGENDA REPORT MEETING DATE March 14, 2017 Council Item TITLE Approval of Check Register No 02282017 in the Amount of $791,152 95 PRESENTED BY Cynthia Fortune, Assistant City Manager RECOMMENDATION Approve Check Register No 02282017 in the amount $791,152 95, as submitted, which includes the Check Register Account Index for Fiscal Year 2016-17 2030 VISION STATEMENT This staff report supports Goal #1, "Ensuring Our Fiscal Viability", through the continuous monitoring of expenditure budgets, allocations and operational costs BACKGROUND The check register, for the period ending February 28, 2017, has been prepared in accordance with Government Code §37202 and is hereby submitted for the City Council's approval The check register lists all vendor payments for the preceding month, along with a brief description of the type of goods or services purchased and the account code(s) associated with each payment Check Register No 02282017 lists all payments made to vendors and employee reimbursements during the month of February The attached index to the Check Register is a guideline account list only and is not intended to replace the comprehensive chart of accounts used by the City and CRA Successor Agency Expenditure account number formats are XX-XXX-XXX [Fund - Department -Account] Expenditures may be made from trust/agency accounts (Fund 23-XXX-) or temporary clearing accounts which do not have a budgetary impact A total of $791,152 95 in accounts payable checks were issued during the period for services, reimbursements, supplies and contracts and are detailed in the attached check register Payments laraer than $10.000 Check No Payee Description Amount 73740 JONES AND MAYER 2016-17 LEGAL SERVICES $10,927 36- Packet Pg 27 City Attorney Completed 03/06/2017 11 11 AM City Manager Completed 03/08/2017 3 27 PM City Council Pending 03/14/2017 6 00 PM Packet Pg 29 Check # Date Vendor 73736 02/01/2017 CITY NEWSPAPER GROUP 73737 02/01/2017 CITY OF LOMA LINDA 73738 02/01/2017 FEDEX 73739 02/01/2017 WILLIAM HUSSEY 73740 02/01/2017 JONES AND MAYER Check Register CITY OF GRAND TERRACE As of 2/28/2017 Invoice # Invoice Description 24771 NOTICE OF INVITING BIDS NO 17-01 E 10-125-230-000-000 24758 VARIANCE 16-03 E 10-125-230-000-000 24767 ORDINANCE SUMMARY 302 E 10-125-230-000-000 2727 FEB 2017 INFO SYSTEMS SUPPORT E 10-380-250-000-000 5-673-12587 DEC 2016 DELIVERY SVCS E 10-120-210-000-000 E 10-175-235-000-000 JAN 2017 WH JAN 2017 HEALTH INS REIMB-WH E 10-110-142-000-000 80497 FY 2016-17 LEGAL SERVICES E 10-160-250-000-000 80459 FY 2016-17 LEGAL SERVICES E 10-160-250-000-000 80496 FY 2016-17 LEGAL SERVICES E 32-200-251-000-000 Inv Date Amount Paid Check Total ti 01 /12/2017 0 0 35613 N 0 35613 0 01 /09/2017 Z 12626 N 12626 01 /11 /2017 d Y 9713 v m 9713 '0 V 57952 p 01/11/2017 R > 0 5 445 00 a 5,44500 CL Q 5 445 00 ti CM 01 /13/2017 v 3524 ti 3475 0 N 6999 °O N 6999 0 0 02/01/2017 Z 15000 a; 15000 T 15000 12/31/2016 m 5 242 36 '0 V 5,24236 00 11 /03/2016 r. c 516700 d E 5,16700 s 11 /30/2016 v Q 51800 51800 10,927 36 Packet Pg 31 Check # l% Date Vendor Check Register CITY OF GRAND TERRACE As of 2/28/2017 Invoice # Invoice Description Inv Date Amount Paid Bab Check Total ti 0 73746 02/01/2017 THE REC CENTER RECUR REIMBURSEMENT FOR DESIGN AND PRINT COS 06/16/2016 � E 61-461-200-000-000 1,87693 N N 1,87693 0 0 1 87693 Z a> 73747 02/01/2017 ALIDA VENEGAS SA 15-07 PLANNING REIMBURSEMENT SA 15-07 02/01/2017 w B 23-500-32-00 13686 d 13686 Y 13686 y 73748 02/01/2017 WILLDAN FINANCIAL SERVICES 010-33564 JAN 2017 FINANCE DEPT SERVICES 02/01/2017 .V E 10-140-250-000-000 32 817 60 0 w 32,817 60 > 0 32 817 60 a Q 73749 02/01/2017 XEROX CORPORATION 087580212 DEC W7970A PRINTER LEASE & IMPRESSIONS 01/01/2017 E 10-190-212-000-000 22897 M E 10-190-700-000-000 35241 v 581 38 ti 087580211 DEC W5955 PRINTER LEASE & IMPRESSIONS 01/01/2017 0 N E 10-190-700-000-000 32294 co N N 32294 0 90432 Z 73750 02/06/2017 THE REC CENTER RECCTR-1 REIMBURSEMENT FOR DESIGN AND PRINT COS 05/12/2016 E .. T E 10-120-250-000-000 21600 rn m 21600 21600 a� s 73751 02/06/2017 THOMAS E ROBERTS 01312017 TR REFUND FOR OVERPAYMENT ON EXEMPMT BU 01/31/2017 V R 10-200-03 18000 pp 18000 18000 d E s 73752 02/06/2017 THOMAS E ROBERTS 02012017 TR REFUND FOR OVERPAYMENT ON EXEMPMT BU, 02/01/2017 R 10-200-03 3000 Q 3000 3000 Packet Pg 33 63b Check # Date Vendor 73823 02/22/2017 CLEAN STREET Check Register CITY OF GRAND TERRACE As of 2/28/2017 Invoice # Invoice Description 85092 JAN 2017 STREET SWEEPING SERVICES E 16-900-254-000-000 73824 02/22/2017 DYNAMIC PLANNING AND SCIENCE 001 73825 02/22/2017 EZ SUNNYDAY LANDSCAPE 73826 02/22/2017 FRUIT GROWERS SUPPLY 73827 02/22/2017 GOPHER PATROL 002 NOV 2016 LOCAL HAZARD MITIGATION PLAN DE E 75-370-250-000-000 DEC 2016 LOCAL HAZARD MITIGATION PLAN DE E 75-370-250-000-000 12413 FEB MONTHLY MAINTENANCE E 10-195-255-000-000 E 10-450-255-000-000 E 26-600-255-000-000 E 26-601-255-000-000 91837866 LANDSCAPE MAINTENANCE SUPPLIES E 10-195-245-000-000 216576 FY 2016-17 GOPHER REMOVAL SVCS - PARKS C E 10-195-245-000-000 2017007 FY 2016-17 GOPHER REMOVAL SVCS - PARKS C E 10-195-245-000-000 Inv Date Amount Paid Check Total r O 01/31/2017 N 0 4 833 34 N N O 4,83334 0 4 833 34 z m 12/06/2016 y 3 477 19 3,47719 Y 01/20/2107 d 1,05205 t U 1 05205 0 4 529 24 > 0 02/21/2017 a Q 20000 Q 3 300 00 i. 16000 M N 8000 ti 3 740 00 c 3 740 0000 N 02/16/2017 N 0 2984 0 Z 2984 y 2984 T 0) 02/14/2017 d w 40000 Y u m 40000 V 02/14/2017 8500 m 8500 r m 48500 = v R r Q ,F t Pg 46 Bab Check # Date Vendor 73815 02/15/2017 SYSCO RIVERSIDE INC 73816 02/15/2017 THE LAND SOLUTION LLC 73817 02/15/2017 TIME WARNER CABLE 73818 02/15/2017 XEROX CORPORATION Check Register CITY OF GRAND TERRACE As of 2/28/2017 Invoice # Invoice Description 120032180 FY 2016-17 C CARE FOOD SUPPLIES E 09-446-220-000-000 120032181 FY 2016-17 C CARE FOOD SUPPLIES E 09-447-220-000-000 Inv Date Amount Paid Check Total N. 0 12/15/2016 N 00 11570 (M N O 11570 0 12/15/2016 Z 51 87 L T 5187 0) m 16757 w Y V L16194 FY 2016-17 PICO PARK BONGO POD REPAIRS OI 12/31/2016 t E 10-450-246-000-000 3 074 65 U 3 074 65 0 3 074 65 > 0 8448 4289 FEB FEB-MAR CHILD CARE INTERNET SERVICES 02/07/2017 Q- o. E 09-447-238-000-000 9999 Q 9999 M 8448 7046 FEB-FEB-MAR CITY HALL CABLE SERVICES 02/06/2017 N E 10-805-238-000-000 6884 h r 6884 N 16883 N N 087950567 JAN W7970A PRINTER LEASE & IMPRESSIONS 02/01/2017 O 0 E 10-190-212-000-000 39822 Z E 10-190-700-000-000 351 60 `m r 74982 N 087950566 JAN W5955 PRINTER LEASE & IMPRESSIONS 02/01/2017 d E 10-190-700-000-000 32219 Y v 32219 .0c 1 07201 U M fl t Pg 44 Bab Check # Date Vendor Inv Date Amount Paid Check Total ti 0 73805 02/15/2017 MIDAMERICA ADMIN AND RETIRE PR END 012720 PR END 01272017 ARS RETIREMENT CONTRIBU 01/27/2017 N 0 B 10-022-68-00 21520 N 0 21520 0 21520 Z L d 73806 02/15/2017 MIKE ROQUET CONSTRUCTION INC 0102-17 REMOVAL OF ROCKS AT THE END OF PALM 01/04/2017 N E 10-195-245-000-000 2,80000 0) Check Register CITY OF GRAND TERRACE As of 2/28/2017 Invoice # Invoice Description 2 800 00 Y 2 800 00 d t 73807 02/15/2017 PROGRESSIVE SOLUTIONS 37053 2016-17 ONLINE CREDIT CARD PROCESSING FC 02/16/2017 .0 E 10-187-246-000-000 1 00000 0 60Z/ZZ/ZO Z£8£L�a 1,00000 > 0 1,00000 a Q 73808 02/15/2017 PUBLIC EMPLOYEES RETIREMENT PR END 012720 PR END 01272017 PERS RETIREMENT CONTRIBI 01/27/2017 B 10-022-62-00 8 644 43 rr Cl) I,0Z/ZZ/Z0 6£9£L 8 644 43 8 644 43 r- 73809 02/15/2017 QUICK LANE Q53720 2001 FORD F-250 MAINTENANCE 01/30/2017 0 00 E 10-175-272-000-000 58717 c 60Z/ZZ/Z0 0£9£L 58717 0 58717 ? m 73810 02/15/2017 SHELL FLEET MANAGEMENT 0000008000209EJAN 2017 FUEL VEHICLE 02/03/2017 r+ N E 10-175-272-000-000 34449 60Z/ZZ/ZO 6Z8£L 34449 34449 V m c E I,0Z/ZZ/Z0 9Z9£L t 84ea # 3,I3843 Q • l P' ��t Pg 42 • Check # Date Vendor Check Register CITY OF GRAND TERRACE As of 2/28/2017 Invoice # Invoice Description Inv Date Amount Paid B3b Check Total r` 0 73828 02/22/2017 HOME DEPOT CREDIT SERVICE 6035322500233E SUPPLIES FOR CITY HALL PARKS SNR CNTR 01/27/2017 N w E 10-195-245-000-000 90369 N N E 10-450-245-000-000 5002 c - E 62-120-220-000-000 10446 Z 1,05817 a) 1 05817 T d 73829 02/22/2017 LINCOLN NATIONAL LIFE INSURANC LCLN MAR 2017 MAR LIFE/AD&D/DEP LIFEANI/LTD 02/22/2017 Y B 10-022-66-00 1 10688 v m 1,10688 v 1 10688 0 73830 02/22/2017 MIDAMERICA ADMIN AND RETIRE PR END 021020 PR END 02102017 ARS RETIREMENT CONTRIBU 02/10/2017 R > 0 B 10-022-68-00 29657 a 29657 c. Q 29657 ti M 73831 02/22/2017 MKW ANALYTICS JAN2017 JAN 2017 REVIEW FOR ROPS 02/14/2017 v E 32-200-250-000-000 53650 i. 53650 c N 53650 N N O 73832 02/22/2017 PUBLIC EMPLOYEES RETIREMENT PR END 021020 PR END 02102017 PERS RETIREMENT CONTRIBI 02/10/2017 0 B 10-022-62-00 7 334 91 Z 7 334 91 - L w N 7 334 91 d Y V d L) m C d E s �a Q Packet Pg 47 Bab Check # Date Vendor 73837 02/22/2017 SIEMENS INDUSTRY INC 73838 02/22/2017 SYSCO RIVERSIDE INC Check Register CITY OF GRAND TERRACE As of 2/28/2017 Invoice # Invoice Description Inv Date Amount Paid Check Total T 0 5610039909 FY 2016-17 TRAFFIC SIGNAL MAINTENANCE 02/17/2017 N 0 E 16-510-255-000-000 70200 N 0 70200 0 5620015856 FY 2016-17 TRAFFIC SIGNAL MAINTENANCE 02/17/2017 z L E 16-510-255-000-000 201 58 r 120098414 FY 2016-17 C CARE FOOD SUPPLIES E 09-441-220-000-000 E 09-446-223-000-000 120098415 FY 2016-17 C CARE FOOD SUPPLIES E 09-446-220-000-000 T 201 58 d 90358 w v 02/07/2017 d L 1,68803 U 33562 0 2 023 65 > 02/07/2017 0 Q. 41845 0' Q 41845 2 442 10 r vt N 73839 02/22/2017 TERMINIX 362435793 FY 2016-17 DRYWOOD TERMITE TREATMENT SE 02/08/2017 n E 10-195-247-000-000 1 50000 0 N 1 50000 00 N 1 50000 c 0 73840 02/22/2017 THE COMPUTERIZED EMBROIDERY C 29218 LOGO AND EMBROIDERY TO MAINTENANCE CR 02/16/2017 z E 10-175-218-000-000 4860 Lm 73841 02/22/2017 TIME WARNER CABLE 8448 3825 MAR MAR 2017 CIVIC CENTER CABLE SERVICES E 10-805-238-000-000 r 4860 w rn 4860 Y 02/13/2017 v m 5891 V 5891 m 5891 c m 73842 02/22/2017 UNDERGROUND SERVICE ALERT 120170298 UNDERGROUND DIGGING NOTIFICATIONS SRV; 02/01/2017 E E 16-900-220-000-000 4950 4950 Q 4950 Packet Pg 49 s r t f AGENDA REPORT MEETING DATE March 14, 2017 Council Item TITLE Child Care Updated Report PRESENTED BY Linda Phillips, Director of Child Care Services RECOMMENDATION Staff recommends that City Council receive and file this report 2030 Vision This staff report supports the City of Grand Terrace Mission To preserve and protect our community and its exceptional quality of life through thoughtful planning, within the constraints of fiscally responsible government BACKGROUND On June 14, 2016, City Council was presented with the FY 2016-2017 proposed rates from the Child Care Services Department that represents full cost recovery of the department's day-to-day operations These rates were subsequently approved by City Council on June 21, 2016 p FY 2016-17 Child Care Teacher -Enrollee Requirements included The classes offered by the Child Care Services will be based on the community's needs for those classes This means ❑ Classes offered will need to meet a specific number of enrollees, if the class does not meet that specific requirement, it will only take place when there are the required enrollees ❑ The specific prerequisite for a class will be based on the required teacher to enrollee ratio For example ❑ If a class requires 14 enrollees in order to meet the requirement for a single teacher but only 12 enroll, the class would not be established, until there is 14, ❑ If a class requires 14 enrollees in order to meet the requirement for a single teacher but 16 enroll, only one class would be established The other applicants will be put on a waiting list until such waiting list totals 14 to create a 2"d class, ❑ If a class requires 14 enrollees in order to meet the requirement for a single teacher but 30 enroll, two classes would be established The other applicants will be put on a waiting list until such waiting list totals 14 to create 3rd class This approach will better align the Child Care Services with the needs of the Grand Terrace Community, as well as remove expenditures from classes that would not Packet Pg 51 to note that the expenditures listed below do not include the Program's unfunded liability charges Table 1 - Approved Budget City of Grand Terrace FY 2016-17 Child Care Fund APPROVED BUDGET For the Period Ending January 31, 2017 09-441 09-445 09-446 09-447 09-448 Nutrition Program Tiny Tots After School Program Pre -School Summer TOTAL Program Food Pram REVENUES Nutrition Program Grant $30,000 $0 $0 $0 $0 $30,000 Tiny Tot Program 0 56,800 0 0 0 56,800 After School Program 0 0 334,450 0 0 334,450 Pre -School Program 0 0 0 636,580 0 636,580 Summer Food program 0 0 0 ) 0 2.000 2.000 SUB -TOTAL $30,000 56 800 334 450 105,580 12000 $1,059,830 EXPENDITURES Salaries 0 31,980 182,220 331,910 1,200 547,310 Benefits 0 12,520 74,510 146,260 0 233,290 Professional/Contractual Services 0 2,900 6,220 33,100 0 42,220 Materials & Supplies 30,000 1,000 15,500 13,010 800 60,310 Lease of Facility/Equipment 0 0 0 0 0 0 Equipment 0 0 0 0 0 0 Capital Projects 0 0 0 0 0 0 Utilities 0 0 0 17,500 0 17,500 Overhead Cost Allocation 0 8,400 56.000 94,800 0 159.200 SUB -TOTAL $30,000 56 800 $334,450 $636,580 12 000 $1,059,830 REVENUES $30,000 $56,800 $334,450 $636,580 $2,000 $1,059,830 LESS EXPENDITURES ($30,000) 56 800 1334 450 636 580 2 000 ($1,059,8301 NET LO $_01 $0 V0 M0 V0 Table 2 - Reflects the estimated revenue and expenditures for the first 7 months of operations based on prior history City of Grand Terrace FY 2016-17 Child Care Fund ESTIMATE For the SEVEN -MONTH Period Ending January 31, 2017 09-441 09-445 09-446 09-447 09-448 Nutrition Tiny After Pre -School Summer I TOTAL Packet Pg 53 �G 4 Salaries 0 16,326 86,569 191,811 1,180 295,886 Benefits 0 4,821 18,345 53,632 70 76,866 Professional/Contractual Services 0 1,398 4,591 11,434 0 17,422 Materials & Supplies 13,647 1,199 4,088 9,811 724 29,469 Lease of Facility/Equipment 0 0 0 0 0 0 Equipment 0 0 0 0 0 0 Capital Projects 0 0 0 0 0 0 Utilities 0 0 0 15,209 0 15,209 Overhead Cost Allocation 0 4.200 28.000 47.400 0 79,600 SUB -TOTAL 13 647 $27,943 $141,592 $329,297 $1,974 JM4 452 REVENUES $12,065 $31,529 $132,784 $326,525 $1,941 $504,845 LESS EXPENDITURES 13 647 27 943 141 592 329 297 1 974 514 452 NET LjL512=1 j&:586 8 808 2 772 33 9 608 Although it is intended that Child Care Receipts cover expenditures, several factors that may have led to slight variances (deficits) in the child care programs are 1 The Child Care Services Department may have requested reimbursement for expenses incurred in the Nutrition Program and has not yet received payment, 2 Several families are recipients of State food subsidies, the State reimbursement is usually received 30 - 60 days after submittal of documents for reimbursement, and 3 Several families may be on payment plans when paying for their children's fees There is no fiscal impact with receiving and filing this report APPROVALS Linda Phillips Completed 02/02/2017 1 44 PM Finance Completed 03/07/2017 9 39 PM City Attorney Completed 03/08/2017 8 14 AM City Manager Completed 03/08/2017 3 31 PM City Council Pending 03/14/2017 6 00 PM e Packet Pg 55 'G5 MEETING DATE TITLE PRESENTED BY AGENDA REPORT March 14, 2017 Council Item Adoption of the Grand Terrace Emergency Operations Plan Sandra Molina, Planning & Development Services Director RECOMMENDATION Adopt A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GRAND TERRACE, STATE OF CALIFORNIA, ADOPTING THE CITY OF GRAND TERRACE 2017 EMERGENCY OPERATIONS PLAN 41F.%1T/69Is] ►&Ir_Ad4►yil4ZkI This staff report supports Goal #2 Maintain Public Safety BACKGROUND On March 22, 2016, the City of Grand Terrace contracted with Innovative Emergency Management, Inc (IEM), represented by Michael Gregory, to provide Emergency Operations Coordination Services The services IEM provided, included an assessment of the City's emergency services and resources, introductory staff training and --� production,of a final draft of the Emergency Operations Plan On January 31, 2017, Michael Gregory presented final Emergency Operations Plan and his assessment and recommendations of the City's emergency services to the City Council at a special workshop DISCUSSION The Emergency Operations Plan (EOP) is governed by wide range of laws, regulations and policies The National Response Framework, National Incident Management System (NIMS), Standardized Emergency Management System (SEMS) and the State of California Emergency Operations Plan provide the foundation for the EOP It is an all - hazard plan describing how the City will organize and respond to incidents The EOP provides a comprehensive level of direction and procedures the City of Grand Terrace shall take in the event of a significant or catastrophic event This document describes the fundamental systems, strategies, policies, assumptions, responsibilities and operational priorities to guide and support during an emergency disaster The EOP is reviewed and revised every five years, or whenever substantial changes occur Non -substantive changes can be made administratively by the City Manager i Packet Pg 56 Sandra Molina Completed 03/06/2017 11 06 AM City Manager Completed 03/08/2017 3 30 PM City Council Pending 03/14/2017 6 00 PM Packet Pg 58 9G5a PASSED AND ADOPTED by the City Council of the City of Grand Terrace, California, at a meeting held on the 14 day of March, 2017 AYES NOES ABSENT ABSTAIN ATTEST Cynthia A Fortune Darcy McNaboe Deputy City Clerk Mayor Page 2of2 Packet Pg 66 G5b CITY OF GRAND TERRACE Foreword Emergency Operations Plan FOREWORD This Emergency Operations Plan (EOP) is governed by a wide range of laws, regulations, plans, and policies The National Response Framework (NRF), National Incident Management System (NIMS), the Standardized Emergency Management System (SEMS), and the State of California Emergency Plan provide planning and policy guidance to local entities Collectively, these documents support the foundation for the City's EOP The EOP is an all -hazard plan describing how the City will organize and respond to incidents It is based on and is compatible with the laws, regulations, plans, and policies listed above The EOP also addresses the integration and coordination of resources and activities with other governmental agencies, special districts, and private -sector partners Government, at all levels, and others must be prepared to respond to emergency or disaster conditions to maximize the safety of the public and to minimize property damage It is the goal of the City of Grand Terrace that responses to such conditions are done in the most organized, efficient, and effective manner possible To aid in accomplishing this goal, the City has adopted the principles of the National Incident Management System (NIMS), the Standardized Emergency Management System (SEMS), the National Response Framework (NRF), and the Incident Command System (ICS) Public officials, departments, employees, and volunteers that perform emergency and/or first response functions must be properly prepared Department heads shall, to the extent possible, ensure that necessary training is provided to themselves and their employees to further prepare them to successfully carry out assigned emergency response roles To the extent possible, the procurement and maintenance of essential response equipment will also be accomplished in support of this goal All emergency response personnel and essential support staff must be familiar with this EOP and the supporting procedures and documents Through an integrated framework of emergency plans and procedures involving all stakeholders in the emergency management community, the City of Grand Terrace will promote effective planning and coordination prior to an emergency, thereby ensuring a more effective response and recovery c �a a N c 0 r c� 0 a 0 0 c 0 rn a� w N M N w Q Packet Pg 62 G5b I CITY OF GRAND TERRACE Plan Concurrence Emergency Operations Plan SIGNED CONCURRENCE BY PRINCIPAL DEPARTMENTS The undersigned representatives of principal departments concur with the mission, goals, and objectives of the Grand Terrace Emergency Operations Plan (EOP) As needed, revisions will be submitted for review by the undersigned or their designees City Manager's Office Date G Harold Duffey, City Manager Planning and Development Services Department Date Sandra Molina, Director, Planning and Development Services Public Works Date Alan French, Director, Public Works 1 City Clerk Date Cynthia A Fortune, Deputy City Clerk Child Care Services Date Linda Phillips, Director, Child Care Services Finance Department Date Cynthia Fortune, Assistant City Manager/Director, Finance Fire Services Date Dan Wooter, Battalion Chief, San Bernardino County Fire Department Law Enforcement Services Date Hector Gomez, Captain, San Bernardino County Sheriff s Department c �a a c 0 r ca L d Q 0 c d 0 L d E w N co N Packet"Pg 64 CITY OF GRAND TERRACE r ; Emergency Operations Plan 6 MUTUALAID ` 7 INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION 71 Technology 8 PUBLIC INFORMATION 81 Overview 82 Responsibility 83 Function 84 Joint Information Center 85 Public Awareness and Education 9 ACCESS AND FUNCTIONAL NEEDS 10 CONTINUITY OF GOVERNMENT 101 Overview 102 Alternate Government Facilities 103 Vital Record Retention % 11 RECOVERY OVERVIEW 111 Overview 112 Recovery Organization 113 Recovery Damage Assessment 114 Recovery Documentation 115 Recovery After -Action Reports 116 Recovery Disaster Assistance 12 ADMINISTRATION AND LOGISTICS 121 Administration 122 Logistics 13 EMERGENCY PLAN MAINTENANCE AND DISTRIBUTION 131 Record of Changes 132 Record of Distribution 14 STANDARD OPERATING PROCEDURES DEVELOPMENT r 15 TRAINING AND EXERCISES 151 Preparedness Training Table of Contents 3 34 35 35 37 37 37 38 38 39 41 42 42 43 43 45 45 46 47 48 49 50 53 53 54 55 55 55 56 57 57 c m a U) C O L d a O v c m a� L d E W N cei T_ 54 Q v Packet Pg 66 •G5b t i CITY OF GRAND TERRACE Section 1 Emergency Operations Plan Introduction 1 INTRODUCTION 1.1 PURPOSE IL This Emergency Operations Plan (EOP) provides a comprehensive, single source of guidance c and procedures for the City of Grand Terrace to prepare for and respond to significant or catastrophic natural, environmental, or human caused risks that produce situations requiring a coordinated response It further provides guidance regarding management concepts relating to 0 the response and abatement of various emergency situations, identifies organizational structures and relationships, and describes responsibilities and functions necessary to protect life and property The plan is consistent with the requirements of the Standardized Emergency Management System (SEMS) as defined in Government Code Section 8607(a) for managing w response to multiagency and multi junsdictional emergencies SEMS incorporates the use of the N Incident Command System (ICS), mutual aid, the operational area concept, and Cl) multi/interagency coordination In accordance with the City of Grand Terrace Municipal Code and the Califorma Emergency Services Act (ESA), this plan is in effect at all times and applies to all functions of the City 1.2 SCOPE This plan provides guidance on response to the City's most likely and demanding emergency conditions It does not supersede the well -established protocols for coping with day-to-day emergencies involving law enforcement, the fire service, medical aid, transportation services, flood control, or other discipline -specific emergency response systems Rather, it places emphasis on those unusual and unique emergency conditions that will require extraordinary response beyond the ability of any one set of organizations to respond Neither does this plan include detailed response -level operating instructions Each organization identified in this plan is responsible for and expected to develop, implement, and test procedures, instructions, and checklists that reflect cognizance of the emergency management concepts contained herein 1.3 PLAN ORGANIZATION There are five parts to this Emergency Plan the Basic Plan, Emergency Function Annexes, Support Annexes, Hazard -Specific Annexes, and Appendices Basic Plan The Basic Plan describes the fundamental systems, strategies, policies, assumptions, responsibilities, and operational priorities that California will utilize to guide and support emergency management efforts ..5 a Essential elements of the basic plan include • A description of the emergency services that are provided by governmental agencies and how resources are mobilized, Packet Pg 68 }G5b CITY OF GRAND TERRACE Section 2 Emergency Operations Plan Situation and Assumptions 2 SITUATION AND ASSUMPTIONS 0 2.1 HAZARD AND THREAT ANALYSIS SUMMARY The City of Grand Terrace is located 50 miles east of downtown Los Angeles and 55 miles west of Palm Springs in the County of San Bernardino The City is situated off the I-215 freeway, between the I-10 and the 60 freeways, encompassing an area of approximately 3 6 square miles The City has a current population of 12,337 It is bound on the west, north, and east by the City of Colton and on the south by a Riverside County unincorporated area The City was incorporated in 1978 as a general law city, operating under a council/city manager form of government The City, which has an approximate elevation of 2,000 feet, lies at the base of a mountain and is known as the "Blue Mountain City " The existing land uses within the City are primarily residential, but the City has a business district and light industrial district, as well as two mobile parks The City has several water aqueducts, a canal (the Gage Canal), and three reservoirs The reservoirs include all of Palm Ave, particularly near Observation, and a reservoir also borders High Grove at the foot of Blue Mountain Temperatures in the City range from an average high of 80°F and an average low of 53°F The climate is characterized by hot dry summers when temperatures can rise above 100°, and moderate winters, with rare freezing temperatures A major portion of the precipitation occurs between December and March Snow in the upper reaches of the area is possible, but is not considered an important contributing factor to runoff N M N a Packet] Pg 76 •G5b CITY OF GRAND TERRACE Section 2 E Emergency Operations Plan Situation and Assumptions • Transportation corridors will be affected so only equipment, foodstuffs, supplies, and materials on hand will be available for use during the first 72 hours of emergency operations • It is possible only emergency response personnel on duty at the time of a significant 5 earthquake will be available during the first 6-12 hours Mission capability may be a. available within 24 hours o • In the event of a catastrophic earthquake, a clear picture regarding the extent of damage, r loss of life, and injuries may not be known for at least 36 hours p 2.2 PLANNING ASSUMPTIONS a 0 • Due to limited staff and resources, a major emergency or disaster may overwhelm the E capabilities of Grand Terrace to provide prompt and effective emergency response and w recovery Mutual aid will be requested when disaster relief requirements exceed the M City's ability to meet them (� • Transportation infrastructure may be damaged or disrupted Emergency responders may have difficulty reaching people, and evacuation routes may cause traffic backups, ° slowing egress from damaged areas The movement of emergency supplies may be T impeded • Communication infrastructure may be damaged or disrupted, thus slowing dissemination of information and the reporting of persons needing help • Homes, businesses, public buildings, antenna sites, and other critical facilities may be damaged or destroyed Public utilities may be damaged and either completely or partially inoperable • Emergency medical services and transport ambulances may be in short supply Medical and health care facilities that do remain open may be overwhelmed with medical care g requests Additionally, medicines may be in short supply E w • Damage to facilities that use hazardous or toxic chemicals could result in the release of these hazardous materials into the environment L d • Businesses in Grand Terrace may not be able to supply the public with basic necessities such as food, water, blankets, etc Additionally, businesses may have difficulty remaining L open t9 r • Volunteers will come from within the City Some volunteers may come from other areas d to help, which may present challenges with accountability Donated goods that are not s presently needed may be dropped off at various locations r r • Effective emergency operations require periodic training and exercises a • Grand Terrace emergency personnel and disaster service workers will utilize SEMS and the National Incident Management System (NIMS) 5 Packet Pg 72 0 t g OTY OF GRAND TERRACE Emergency Operations Plan • Airplane crash • Civil unrest • Terrorism Section 2 Situation and Assumptions 2.5 CAPABILITY ASSESSMENT The City's Hazard Mitigation Plan (HMP) is currently under development Upon completion and approval of the HMP, the EOP may be revised to include additional details and a summary for each hazard listed previously f 7 Packet Pg 74 1- G5b CITY OF GRAND TERRACE Section 3 Emergency Operations Plan Emergency Management Organization The Director of Emergency Services is responsible for the programmatic and administrative direction of the emergency management program The EOC Director is designated by the Director of Emergency Services and, supported by the Emergency Management Organization, has overall operational responsibility for • Coordinating with the Director of Emergency Services, • Overall management of the emergency situation, • Organizing, staffing, and operating the Emergency Operations Center (EOC), • Operating communications and warning systems, • Providing information and guidance to the public, • Maintaining information on the status of resources, services, and operations, • Advising San Bernardino County Operational Area (OA)/San Bernardino County Fire — Office of Emergency Services (County OES) of the emergency and maintaining contact throughout the event, • Obtaining support for the City of Grand Terrace and providing support to other Jurisdictions as required, • Identifying and analyzing potential hazards and recommending appropriate countermeasures, • Collecting, evaluating, and disseminating damage assessment and other essential information, and • Providing status and other reports to the San Bernardino County OA Disaster Council The Grand Terrace Disaster Council is codified at Chapter 2 28 030 of the Grand Terrace Municipal Code The Disaster Council meets upon the call of the Council's Chair or, in the absence of the Mayor or inability to call such a meeting, upon call of the Council's Vice -Chair, and is empowered to develop and recommend for adoption by the City Council emergency and mutual aid plans, agreements, ordinances, resolutions, and rules and regulations as are necessary to implement such plans and agreements The Disaster Council consist's of the Mayor of the City, who serves as Chair, the Director of Emergency Services, who serves as Vice -Chair, the Assistant Director of Emergency Services, the chiefs (senior officials/representatives) of emergency service providers (including fire and law enforcement), and representatives of civic, business, labor, veterans, professional, or other organizations having an official emergency responsibility and who may be appointed by the Director of Emergency Services with the advice and consent of the City Council City Council Responsibilities include • Coordinating with the Director of Emergency Services on policy decisions, 11 Packet Pg 76 C17YOFGRAND TERRACE Section 3 Emergency Operations Plan Emergency g Y Management Organization Public Works Responsibilities include • Providing assistance with barricades, sandbags, road closures, debris removal, emergency road repair, traffic control, and damage surveys and assessments of roadways and facilities, • Conducting a damage assessment of City signal system, • Assisting in detertmning safe evacuation routes, • Assisting with inspections and/or liaison with utility companies, • Eliminating immediate threat to lives or public health and safety, • Taking protective measures to minunize damage to private and public facilities, • Coordinating removal of public and private buildings and structures that pose an immediate threat to the safety of the general public, and • Providing technical assistance and/or equipment within their capability for the City and other jurisdictions within the state in accordance with the Public Works Mutual Aid Agreement City Clerk Responsibilities include • Providing for a secure and safe location for all vital records of the City, • Assisting with the Local Emergency Proclamation and Resolution process, • Assisting the EOC with maintaining documentation and proper record keeping, and • Coordinating Information Technology contract support Child Care Services Responsibilities include i • Provide cluld care on a daily basis, • Providing for a secure and safe location for child care, • Provide family support services during EOC activation, and • Maintain the child care center as a potential location for the EOC Finance Responsibilities include • Providing financial support, response, and recovery for the emergency/disaster, • Supporting the response effort and the acquisition, transportation, and mobilization of resources, N M a 11 s Packet Pg 78 UTY OF GRAND TERRACE Emergency Operations Plan • Protecting lives, property, and the environment, • Providing access and perimeter control, Section 3 Emergency Management Organization • Coordinating the evacuation of threatened populations to safe areas, • Disseminating accurate and timely emergency public information and warning to the public, and • Identifying the need and request mutual aid pertaming to law enforcement services 3 1 3 County Government/Operational Area Section 8605 of the California Emergency Services Act designates each county area as an OA Each OA is made up of the county government, local governments, and special districts located within the county During a State of Emergency, a State of War Emergency, or a Local Emergency, the OA is required to coordinate resources, priorities, and information and serve as a coordination/communication link to the State Mutual Aid system Per SB 1841 dated December 1, 1996, utilization of the OA during emergencies is now mandatory for local governments wishing to receive financial reunbursement for personnel - related response costs The City of Grand Terrace signed the agreement confirming that the City is a signatory to the San Bernardino County Operational Area Agreement The San Bernardino County OA EOP was updated in 2012 The San Bernardino County EOC serves as the OA EOC It is physically located at 1743 Miro Way, Rialto, California 314 State Government During a State of War Emergency, a State of Emergency, or a Local Emergency, Cal OES coordinates the emergency activities of all state agencies in connection with such emergency and has the authority to use any state government resource to fulfill mutual aid requests or to support emergency operations Cal OES operates the California State Warning Center (CSWC) 24 hours a day to receive and disseminate emergency alerts and warnings When needed, the State Operations Center (SOC) and Regional Emergency Operations Centers (REOCs) are activated to coordinate emergency management information and resources Cal OES also coordinates the delivery of federal grant and disaster reimbursement programs under Presidential declarations of emergency and major disaster 3 1 5 Federal Government The Federal Government supports emergency management throughout the nation and in California by providing tools, resources, and guidance to support California's emergency management system When an emergency occurs that exceeds, or is anticipated to exceed, resources located within the state, or when federal departments or agencies acting under their own authorities are partners in the unified command for an emergency, the Federal Government will implement the National Response Framework (NRF) to access federal department and agency capabilities, organize the federal response, and ensure coordination with all response partners 13 Packef Pg 80 c cc a N c 0 co d a O 0 0 a) a`) E w N Cl) N w a G5b " CITY OF GRAND TERRACE Section 3 Emergency Operations Plan Emergency g Y Management Organization objectives The IC must respond to higher authority Depending upon the incident's size and scope, the higher authority could be the next ranking level in the organization up to the agency or department executive This relationship provides an operational link with policy executives who customarily reside in the Department Operations Center (DOC) or EOC, when activated a b Management The EOC serves as a central location from which multiple agencies or VJ o organizations coordinate information collection and evaluation, priority setting, and W_ resource management Within the EOC, the Management function 0. 1 Facilitates multiagency coordination and executive decision making in support of the incident response, u Implements the policies established by the governing bodies, and ill Facilitate the activities of the Multiagency Coordination (MAC) Group w 2 Operations Responsible for coordinating and supporting all jurisdictional operations in N support of the response to the emergency through implementation of the organizational level's Action Plans (APs) At the Field Level, the Operations Section is responsible for the coordinated tactical response directly applicable to, or in support of, the objectives in N accordance with the Incident Action Plan (IAP) In the EOC, the Operations Section d Coordinator manages functional coordinators who share information and decisions about discipline -specific operations c=a 3 Logistics Responsible for providing facilities, services, personnel, equipment, and a materials in support of the emergency Unified ordering takes place through the Logistics a+ Section Ordering Managers to ensure control and accountability over resource requests 2 As needed, Unit Coordinators are appointed to address the needs for communications, C food, medical, supplies, facilities, and ground support 4 Planning/Intelligence Responsible for the collection, evaluation, and dissemination of operational information related to the incident and 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 APs, set geographic information system (GIS) priorities, compile and maintain documentation, conduct advance planning, manage technical specialists, and coordinate demobilization 5 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 s needed, Unit Leaders are appointed to record time for the incident or EOC personnel and cc hired equipment, coordinate procurement activities, process claims, and track costs a 15 Packet' Pg 82 G5b CITY OF GRAND TERRACE Emergency Operations Plan Section 3 Emergency Management Organization 6 Care & Shelter Coordinates actions to assist responsible Community jurisdictions in meeting the needs of victims Development displaced during an incident, including food assistance, clothing, non -medical care and sheltering, family reunification, and victim recovery 7 Resources Coordinates plans and activities to locate, procure, Police/Fire and pre -position resources to support emergency operations 8 Public Health & Coordinates Public Health and Medical activities and Community Medical services in support of resource needs for Development preparedness, response, and recovery from emergencies and disasters 9 Search and Supports and coordinates response of personnel Fire and Police Rescue and equipment to search for and rescue missing or trapped persons, which may involve criminal acts and water rescues 10 Hazardous Coordinates resources and supports the responsible Fire Materials agencies in preparing for, preventing, minimizing, assessing, mitigating, responding to, and recovering from a threat to the public or environment by actual or potential hazardous materials releases 11 Food & Coordinates activities during emergencies impacting General Services Agriculture the agriculture and food industry and supports the recovery of impacted industries and resources after incidents 12 Utilities Provides resources and support to responsible Public Works jurisdictions and in partnership with private sector to restore gas, electric, water, wastewater, and telecommunications 13 Law Coordinates law enforcement personnel and Police Enforcement equipment to support responsible law enforcement agencies, coroner activities, and public safety in accordance with Law Enforcement and Coroner's Mutual Aid Plans 14 Long -Term Supports and enables economic recovery from the Community Recovery long-term consequences of extraordinary Development emergencies and disasters 15 Public Supports the accurate, coordinated, timely, and City Manager Information accessible information to affected audiences, including governments, media, the private sector, the local populace, and individuals with disabilities and others with access and functional needs 16 Evacuation Supports the safe evacuation of persons, domestic Police/SB County animals, and livestock from hazardous areas Animal Control and Care 17 Volunteer & Supports responsible jurisdictions in ensuring the Community Donations most efficient and effective use of affiliated and Development/Fire 17 N ch N Packet Pg 84 G5b j CITY OF GRAND TERRACE Section 3 Emergency Operations Plan Emergency Management Organization Table 2 California Emergency Function Matrix AM 1 Transportation S S S P 2 Communications S S P S 3 Construction & Engineering P S S P 4 Fire & Rescue S P S 5 Management S P S S S S S S S S S 6 Care & Shelter S P S S S P 7 Resources P S S P P S 8 Public Health & Medical P S S 9 Search & Rescue P P P S 10 Hazardous Materials S P S 11 Food & Agriculture S S P 12 Utilities P S 13 Law Enforcement P S S ` 14 Long -Term Recovery S S S S S S S S S S 15 Public Information S P S S S S S S S 16 Evacuation P S S P 17 Volunteer & Donations Management S S S P= Primary S=Support 18 N M N r Q Packet Pg 88 G�5 b C17YOFGRAND TERRACE Section 4 Emergency Operations Plan Concept of Operations Figure 2 Disaster Cycle 4 2 1 Preparedness Phase Day -to -Day The preparedness phase involves activities taken in advance of an emergency These activities develop the City of Grand Terrace's operational capabilities and effective responses to a disaster` Disaster plans are developed and revised to guide disaster response and increase available resources Planning activities include developing hazard analysis, writing mutual aid agreements, training response personnel, and improving public information and communications systems These preparedness activities, as well as related plans and procedures, are in effect at all times to provide authorization to accomplish these essential preparedness activities Increased Readiness As a crisis begins to develop, government takes action to increase its readiness Actions taken during the buildup of a crisis situation are designed to increase an organization's ability to respond effectively to a disaster Increased readiness actions include briefing government officials, reviewing plans, preparing information for release to the public, updating resource lists, and testing warning and communications systems Events that may trigger increased readiness are • Issuance of a credible long-term earthquake prediction, • A flood or severe winter storm advisory, 20 Packet Pg 88 G5b GCITY OF GRAND TERRACE Section 4 Emergency Operations Plan Concept of Operations Sustained As the emergency continues, assistance is provided to victims of the disaster and efforts are made to reduce secondary damage Mutual aid may be provided to assist with these efforts, and response support facilities may also be established The incident's resource requirements continually change to meet the needs of the incident Examples of sustained response activities include • Preparing detailed damage assessments, • Operating mass care facilities, • Conducting coroner operations, • Procuring required resources to sustain operations, • Documenting situation status, • Protecting, controlling, and allocating resources, • Restoring vital utility services, • Documenting expenditures, • Developing and implementing 1APs and EAPs for extended operations, • Disseminating emergency public information, • Declaring a Local Emergency, • Requesting a gubernatorial and federal declaration, if required, • Prioritizing resource allocations, and • Facilitating interagency/multiagency coordination 423 Recovery Phase At the onset of an emergency, actions are taken to enhance the effectiveness of recovery operations Recovery is composed of steps the City will take during and after an emergency to restore government function and community services to levels existing prior to the emergency Recovery is both a short- and long-term process 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, communications, 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) Recovery also includes cost recovery activities Once stability is achieved, the City can concentrate on long-term recovery efforts, which focus on restoring the community to a normal or improved state of affairs The recovery period is also an opportune tune to institute mitigation measures, particularly those related to the recent emergency This is also the phase of reassessing procedures and functions of all annexes of this disaster plan for deficiencies Resources to restore 22 Packet Pg 90 c �a a M 0 r �a d a 0 c m rn L 0 E w N co N a G5b CITY OF GRAND TERRACE Section 4 �4a Emergency Operations Plan Concept of Operations Local Emergency Proclamation A Local Proclamation will usually be proclaimed foi large-scale emergencies or disasters threatening the safety of the persons and property within the City of Grand Terrace Typically, EOC staff will discuss the emergency situation If warranted, Grand Terrace Municipal Code 2 28 060 authorizes the Director of Emergency Services to issue a Local Proclamation The City Council must formally ratify the proclamation within seven days The Proclamation of a Local Declaration provides the City of Grand Terrace with legal authority to • Request the governor to proclaim a State of Emergency, C • Issue or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew, rn L • Exercise full power to request mutual aid from state agencies and other jurisdictions, E w • Require the emergency services of any Grand Terrace official or employee, N M • Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use, • Impose penalties for violation of lawful orders, and g T • Conduct emergency operations without incurring legal liability for performance, or failure of performance, per Article 17 of the Emergency Services Act State of Emergency A State of Emergency may be proclaimed by the Governor when a City or County declares an emergency The Governor may also declare a State of Emergency when conditions of disaster or extreme peril exist, which threaten the safety of persons and property within the state Whenever the Governor declares a State of Emergency, the following will apply • Mutual aid shall be rendered as needed, d E • The Governor shall have the right to exercise all police powers vested in the State by the w Constitution and the laws of the State of Califorma within the designated area, L L • The Governor may suspend orders, rules, or regulations of any state agency and any regulatory statute or statute prescribing the procedure for conducting state business, • The Governor may commandeer or make use of any private property or personnel (other t� than media) in carrying out the responsibilities of his office, and = d • The Governor may promulgate, issue, and enforce orders and regulations deemed E necessary r 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 24 Packet Pg 92 `=G5b �{- CITY OF GRAND TERRACE Section 4 Emergency Operations Plan Concept of Operations 1 Field Response The Field Response Level is where emergency response personnel and resources, under the command of responsible officials, carry out tactical decisions and ,activities in direct response to an incident or threat 2 Local Government The Local Government Level includes cities, counties, and special districts Local governments manage and coordinate the overall emergency response and recovery activities within their j unsdiction Local governments are required to use SEMS when their EOC is activated or a Local Emergency is declared or proclaimed in order to be eligible for state reimbursement of response -related costs 3 Operational Area An OA is the intermediate level of the state's emergency management organization, which encompasses a county's boundaries and all political subdivisions located within that county, including special districts The OA facilitates and/or coordinates information, resources, and decisions regarding priorities among local governments within the OA The OA serves as the coordination and communication link between the Local Government Level and Regional Level State, federal, and tribal jurisdictions in the OA may have statutory authorities for response similar to that at the local level 4 Region The Regional Level manages and coordinates information and resources among OAs within the mutual aid region and also between the OA and the state level The Regional Level also coordinates overall state agency support for emergency response activities within the region California is divided into three California Governor's Office of Emergency Services (Cal OES) Administrative Regions —Inland, Coastal, and Southern —which are further divided into six mutual aid regions The Regional Level operates out of the REOC 5 State 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 FEMA when federal assistance is requested The State Level operates out of the SOC 4.6 INCIDENT COMMAND SYSTEM ICS is a nationally recognized on -scene emergency management system specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries ICS uses a common organizational structure to effectively accomplish management of the incident by objectives The five functions of the ICS organization are command, operations, planning, logistics, and finance 26 Packet Pg 94 a NN C 0 r d 0. 0 c d CM L d E w N M_ N a G5b F r p- CITY OF GRAND TERRACE Section 5 Emergency Operations Plan Emergency Operations Center 5 EMERGENCY OPERATIONS CENTER 5.1 EMERGENCY OPERATIONS CENTER ORGANIZATION a When an emergency or disaster occurs, or has the potential to occur, the jurisdiction will activate c the EOC The EOC will organize according to the SEMS functions of Management, Operations, Planning/Intelligence, Logistics, and Finance/Administration and will activate those functions a necessary for the emergency O Potential SEMS EOC functions are shown below L 1 Management Section The following activities and responsibilities are part of the E Management function W N a Overall EOC management, N b Facilitation of Multiagency Coordination System (MACS) and MAC Groups, c Public information coordination and Joint Information Center (JIC) management, and c Vl d Provision for public safety and risk communications and policy d a 2 Operations Section The following activities and responsibilities are part of the Operations function a Transportation, b Construction and engineering, c Fire and rescue, d Care and shelter, e Resources, f E Public health and medical, W g m Hazardous materials, L h d Utilities, �- 1 c Law enforcement, L C9 J Long-term recovery, k d Evacuation, E 1 s Volunteer and donations management, and w in Others as needed a 3 Planning/Intelligence Section The following activities and responsibilities are part of the Planning/Intelligence function a Situation status, 0 28 Packet Pg 96 G5b CITY OF GRAND TERRACE Section 5 Emergency Operations Plan g Y p Emergency Operations Center representative to the EOC and will serve in the Management Section to better facilitate coordination 5.3 PRIMARY AND ALTERNATE EOC n. Primary Grand Terrace EOC,Location c Grand Terrace City Hall a 22795 Barton Road a Grand Terrace, CA 92313 Alternate Grand Terrace EOC Location c a, San Bernardino County Fire Station #23 L E 22582 City Center Court w Grand Terrace, CA 92313 M T N v The alternate EOC will be activated only when the primary EOC is damaged or inaccessible, and/or evacuation of EOC responders becomes necessary When the use of the alternate EOC becomes necessary, those occupying the primary EOC will be asked to relocate to the alternate EOC site If the primary EOC is unusable before its activation, EOC responders will be asked to report to the alternate EOC site The Logistics Section will arrange for relocation of EOC staff members to the alternate EOC Direction and control authority will be transferred from the primary EOC to the alternate EOC (when necessary) by the EOC Director All Section Coordinators will advise appropriate emergency response personnel of the transition 5.4 ACTIVATION/DEACTIVATION OF EOC The following personnel have the authority, as directed by the City Council, to activate the EOC • City Manager/Director of Emergency Services, and • If the Director is not available, the Assistant Director of Emergency Services The City Council will be promptly notified when the EOC is activated Level One EOC Activation Level One is a minimum activation This level may be used for c situations that initially only require a few people (e g , a short-term earthquake prediction at condition one or two level, alerts of storms or tsunamis, or monitoring of a low -risk planned r event) At a nummum, Level One staffing consists of the EOC Director 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 , r w the Communications Unit, Logistics Section, or an Information Officer) a Level Two EOC Activation Level Two activation is normally achieved as an increase from Level One or a decrease 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 30 Packet Pg 98 V G5b CITY OF GRAND TERRACE Section 5 Emergency Operations Plan Emergency Operations Center each other The Unified Area Command would coordinate with the activated local government EOCs In all cases, the final authority and responsibility for incident management in a local jurisdiction rests with the local elected officials and the senior appointed official In Grand Terrace, the n. senior appointed official is the City Manager c r 562 Coordination with the Operational Area a Coordination and communications should be established between activated local government O EOCs and the OA This is communicated through the City's Director of Emergency Services or designee by phone, radio, or computer The Director of Emergency Services will notify and a, communicate with San Bernardino County Fire Office of Emergency Services who serves as the County OAEOC The OA responsibilities involve coordinating with the City and other w organizations to deploy field -level emergency response personnel, activate emergency operations M centers, and issue orders to protect the public T, The MACS is the decision -making system used by member jurisdictions of the San Bernardino = County OA Agencies and disciplines involved at any level of the SEMS organization work 0 together to facilitate decisions for overall emergency response activities, including the sharing of d critical resources and the priontization of incidents 1% 563 Multiagency or Interagency Coordination (MACS) Multiagency coordination is a process that allows all levels of government and all disciplines to work together more efficiently and effectively Multiagency coordination occurs across the jurisdictional lines or across levels of government The primary function of MACS is to coordinate activities above the field level and to prioritize the incident demands for critical or competing resources A MACS consists of a combination of elements personnel, procedures, protocols, business practices, and communications integrated into a common system In the EOC, representatives who are authorized to represent or commit agency resources and funds are brought together to form Multiagency Coordination Groups (MAC Groups) that can • Commit agency resources and funds, t= • Provide coordinated decision making, L • Allocate resources among cooperating agencies, c • Establish priorities among incidents, E s • Harmonize agency policies, and • Provide strategic guidance to support incident management Q MAC Groups may include ■ Representatives from the City's departments and agencies, 32 Packet Pg 100 G5b G CITY OF GRAND TERRACE Section 6 Emergency Operations Plan Mutual Aid 6 MUTUAL AID 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 1 Field -Level Requests Requests for Master Mutual Aid Agreement (NEVIAA) resources originate from the Field Level and are managed by the 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 2 Local Government Requests Local jurisdictions are responsible for the protection of life and property within the municipal geographic boundaries The local jurisdiction where the incident occurred should assess its resource inventory and existing local agreements to determine if the requested resource is available When locally committed resources are exhausted and mutual aid is needed, the local official will request assistance from the OA Mutual Aid Coordinator 3 Operational Area Requests The OA is a composite of its political subdivisions, (1 e , municipalities, contract cities, special districts, and county agencies) The OA Mutual Aid Coordinator assesses the availability of resources within the OA and fulfills the resource request based upon that assessment In the event resources are unavailable at the OA level, the request is forwarded to the responsible Regional Mutual Aid Coordinator to be filled 4 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 composed of multiple OAs and has a Regional Mutual Aid Coordinator The Regional Mutual Aid Coordinator is granted the authority to coordinate the mutual aid response of disciplme-specific resources within the Region to support a mutual aid request by a jurisdiction also within the Region In the event resources are unavailable at the Region level, the request is forwarded to the State Mutual Aid Coordinator to be filled 5 State -Level Requests On behalf of the Governor, the Director of Cal OES has the responsibility for coordination of state mutual aid resources in support of local jurisdictions during times of emergency The Director will analyze and coordinate the request by forwarding it to an unaffected REOC or tasking an appropriate state agency to fill the need r a 34 Packet Pg 102 G5b' CITY OF GRAND TERRACE Section 7 a Emergency Operations Plan Information Collection, Analysis, and Dissemination situation reports, press releases, pictures, electronic notification systems, map plotting of events, weather maps, and real-time video/audio conferencing WebEOC c �a The City of Grand Terrace utilizes WebEOC, a crisis information management system for a sharing elements of the crisis This allows the City to have a common operating picture, c situational awareness, and information coordination throughout San Bernardino County during o an emergency Grand Terrace's EOC responders are able to share real-time information with a other agencies within the County, which allows for a coordinated deployment of resources O available to emergency managers m In addition to WebEOC, the County OA has other emergency management information systems operational in the EOC They include the Operational Area Satellite Information System w (OASIS) and Emergency Alert System (EAS) These systems link the County OA EOC with M each of the cities and towns comprising the OA, County DOCs, Cal OES, and local radio N stations Local Radio Station AM 1640 and Ham Radio The City of Grand Terrace has a local radio station, AM 1640, to assist in disseminating information to the public during an emergency, and to provide emergency preparedness tips to residents before disasters strike The City also has an amateur radio station that can be used to communicate with and receive updates from other jurisdictions during an emergency The AM 1640 radio station is located in the Grand Terrace City Hall Annex Building The amateur radio station is housed at Fire Station #23 in Grand Terrace 36 Packet Pg 104 `G5b CITY OF GRAND TERRACE Section 8 E a Emergency Operations Plan Public Information Although this Plan addresses public information and media relations in the context of emergency response, the basis for the success of that effort occurs long before the disaster Public awareness and education prior to any emergency are crucial to successful public information efforts during and after the emergency The pre -disaster awareness and education programs must be viewed as equal in importance to all other preparations for emergencies and receive an adequate level of planning 8.3 FUNCTION The coordination of public information in a disaster will require a high level of coordination between cities and towns, special districts, private organizations, and the County For purposes of this Plan, the EOC will provide overall coordination of the City's public information during a disaster This coordination will be initiated when there is a Level Two activation of the EOC The EOC PIO will perform the public information function under the management component of SEMS It will be the responsibility of this public information function to coordinate the collection of information from field, local, and zone locations and formulate an accurate and comprehensive picture of the disaster situation for release to the public Dissemination of information may occur in the form of press releases, public service announcements, situation summaries, EAS, media interviews, and press conferences In addition to the functions generally described for the public information function, the political, economic, and social impacts of the statements released must be considered A high level of coordination will need to occur with elected officials to ensure that the message(s) provided to the public reflects public policy as it relates to the particular disaster event Depending on the type of event, the EOC PIO may perform his or her function from a field location, at a JIC, or other field support location designated by an IC The EOC PIO's primary role is established, and the PIO maintains positive working relationships with the media in attendance to ensure that the public receives accurate, comprehensive, and timely reports of the event 8.4 JOINT INFORMATION CENTER The JIC is a central location that facilitates operation of the Joint Information System (JIS) It is a location where personnel with public information responsibilities perform critical emergency information functions, crisis communications, and public affairs functions JICs may be established at the EOC, at incident sites, or can be components of federal, state, tribal, territorial, regional, or local MACS (e g , MAC Groups or EOCs) Typically, an incident -specific JIC is established at a single, on -scene location in coordination with federal, state, and local agencies (depending on the requirements of the incident) or at the national level, if the situation warrants Informational releases are cleared through Incident Command/Umfied Command, the EOC/MAC Group, and/or federal officials in the case of N Cl) N a 38 Packet Pg 106 �G5b CITY OF GRAND TERRACE Section 8 Emergency Operations Plan Public Information Emergency Alert System The EAS is designed for the broadcast media to disseminate emergency public information This system enables the President and federal, state, and local governments to communicate with the general public through commercial broadcast stations This system uses the facilities and personnel of the broadcast industry on a volunteer basis EAS is operated by the broadcast industry according to established and approved EAS plans and standard operating guides, and within the rules and regulations of the FCC FCC rules and regulations require all participating stations with an EAS OA to broadcast a common program Each broadcast station volunteers to participate in EAS and agrees to comply with the established rules and regulations of the FCC The EAS is administered by the Sheriff of San Bernardino County and the County OA Activation of the San Bernardino County EAS will be for emergency events and conditions of concern to a significant segment of the population of San Bernardino County The message must be a voice message, it may be prerecorded and it must originate from the Sheriff's Communications Center or the County OA EOC Telephone Emergency Notification System (TENS) The County of San Bernardino acquired the TENS to provide rapid emergency notifications to residents of the County TENS, also referred to as a Reverse 9-1-1 Public Warning System, is a public warning system that may be used to warn or advise County residents of the potential for fire, flood, or other emergency circumstances in the County An emergency may require vaned responses depending on the type of incident, whether it is an act of nature, human -caused, or a technical event The primary purpose of TENS is to improve the notification of persons within a geographic area in the event of a life -threatening incident or threat This may include evacuation notices, shelter-m-place orders, and/or special instructions for an imminent threat TENS uses a database of phone numbers and addresses that are geocoded with the County's street network to identify phone numbers in a specific area The notification system can complete both small- and large-scale notifications The system is a notification option for public safety officials to make emergency notifications in a timely manner a 40 Packet Pg 1011 -G5b MU,�,, CITY OF GRAND TERRACE Section 10 Emergency Operations Plan Continuity of Government 10 CONTINUITY OF GOVERNMENT 2 10 1 OVERVIEW 1° a A major disaster could result in great loss of life and property, including the death or injury of c key government officials, the partial or complete destruction of established seats of government, ° cu and the destruction of public and private records essential to continued operations of government a and industry Law and order must be preserved and government services maintained Applicable O portions of the California Government Code and the Constitution of the State of California provide authority for the continuity and preservation of local government Continuity of leadership and government authority is particularly important with respect to m w emergency services, direction of emergency response operations, and management of recovery N operations To this end, it is particularly essential that the City of Grand Terrace continues to N function as a government entity The California Government Code and the Constitution of California provide the authority for state and local governments to reconstitute themselves in the event incumbents are unable to serve c Under California's concept of mutual aid, local officials remain in control of their jurisdiction's emergency operations while others may provide additional resources upon request A key aspect of this control is to be able to communicate official requests, situation reports, and other emergency information throughout any disaster situation To ensure continuity of government, seven elements must be addressed by government at all levels • Succession of officers, • Seat of government, • Emergency powers and authority, • Emergency plans, • Primary and alternate EOCs, • Preservation of vital records, and • Protection of critical infrastructure 10 11 Succession and Powers of the Director of Emergency Services Pursuant to the Grand Terrace Municipal Code Section 2 28 070, "The Director of Emergency E Services shall designate the order of succession to that office, to take effect in the event the director is unavailable to attend meetings and otherwise perform his duties during an emergency a Such order of succession shall be approved by the City Council " 42 Packet Pg 110 G.5 b CITY OF GRAND TERRACE Section 10 Emergency Operations Plan Continuity of Government • Reestablish normal governmental functions and protect the rights and interests of government Records of this type would include the municipal code, minutes, resolutions, official proceedings, and financial records of the City c Vital records for the City of Grand Terrace are stored on -site and will soon be transferred to the a City's electronic document management system The City's Information Systems Administrator c will maintain routine backups of the repository L d a O c m aM L d E W N co r. N 44 a "Packet Pg 112 G5b CITY OF GRAND TERRACE Section 11 Emergency Operations Plan Recovery Overview The goal of short-term recovery is to restore local government to at least a minimal capacity Short-term recovery includes • Expanded social, medical, and mental health services, • Re-establishment of the City's continuity of government, • Re-establishment of transportation routes, and • Abatement and demolition of hazardous structures For federally declared disasters, Local Assistance Centers (LACs) are established by local government and are staffed by local government, State OES, and/or FEMA personnel to assist Q cm disaster victims and businesses in applying for grants, loans, and other benefits These LACs may host representatives from various agencies (governmental and private industry) in a W coordinated effort to stage a "one -stop" location for assistance to disaster victims and businesses N M 1112 Long -Term Recovery The major objectives of long-term recovery operations include • Coordinated delivery of social and health services, • Recovery of disaster response costs, • Effective integration of mitigation strategies into recovery planning and operations in order to ensure a maximum reduction of vulnerability to future disasters, and • Re-establishing the local economy to pre -disaster levels The goal of long-term recovery is to restore facilities to pre -disaster conditions if this is desirable Long-term recovery activities include hazard mitigation activities, restoration or reconstruction of public facilities, and disaster response cost recovery 11.2 RECOVERY ORGANIZATION Federal and state response and recovery operations will be mutually coordinated to ensure the effective mobilization of resources to and in support of the City in accordance with the California Catastrophic Incident Base Plan Concept of Operations dated September 23, 2008 For the City, recovery operations will be managed and directed through the City Manager's t� Office Recovery activities will be coordinated and managed by the City Manager and the c CD Emergency Services Coordinator, along with the assistance of other designated City E representatives Designated City staff will assist in facilitating and leading the recovery process City departments will also be represented and responsible for certain functions throughout the 2 recovery process (Reference Figure 3 below ) The OA plays a different role in recovery than in response The OA may act as an information and coordination point for its constituent junsdiction, however, each local jurisdiction (rather than the OA) works directly with state and federal recovery programs 46 Packet Pg 114 iGSb CITY OF GRAND TERRACE Section 11 Emergency Operations Plan Recovery Overview damage/safety assessment and will forward this report to County OES for inclusion in the County's IDE (Initial Damage Estimate) report Building codes and land use regulations can reduce most of the structural damage that would otherwise result from a disaster Nevertheless, damage will usually occur and a fast and accurate assessment of conditions is essential for immediate response and long-term recovery Damage/safety assessments are a multi -department responsibility A summary of those a responsibilities follows o • Superintendent of Schools Assess condition of school buildings • Public Works/Engineering Assess flood control systems, structures, and capabilities, d damage related to debris, and City transportation issues w • Cal Fire Assess situations where HazMat is involved Also will provide initial surveys M to assess damage, initiate initial life safety activity, and identify impacts to critical v facilities • Building and Safety Perform detailed physical damage assessment on a building -by- o building basis on nongovernmental buildings Coordinate engineering contract and volunteer services • Administrative Services/Finance Utilize damage assessment information to correlate, verify, and document damage assessment losses in dollar values Coordinate with other d w City departments and various agencies Provide financial basis -for City claims for c reimbursement from federal and state sources o L • Public Works/Engineering Conduct initial and detailed assessment of all City d C buildings • Sheriff Provide initial assessment of damage observed, identify impacts to critical a, facilities, and provide airborne surveillance where required • General Services/Information Systems Provide initial and detailed assessments of damage to City telecommunications systems L • General Services Compile damage assessment data for transmission to County OA L 11.4 RECOVERY DOCUMENTATION c� Recovery documentation and reporting are key to recovering eligible emergency response and recovery costs Timely damage/safety assessments, documentation of all incident activities, and E accurate reporting will be critical in establishing the basis for eligibility of disaster assistance programs a The damage assessment documentation information should include the location and extent of the damage and an estimate of costs for • Debris removal, 48 Packet Pg 116 G5b CITYOFGRAND(TERRACE Section 11 Emergency Operations Plan Recovery Overview a 115.2 Coordination It may be useful to coordinate the AAR process when multiple agencies/jurisdictions are involved in the same emergency Jurisdictions are encouraged to work together in the development of AARs when appropriate and feasible For example, an OA may take the lead in coordinating the development of an AAR, which involves several jurisdictions If appropriate, jurisdictional reports may become part of an overall OA report Coordination is required in passing on information to and cooperating with other EOC Branches and elements of the emergency organization The dissemination of information, establishment of priorities, and distribution of resources cannot be done by any one person —and probably not by any one agency or department A concerted effort on the part of many individuals in many agencies or departments will be required SEMS regulations under Title IX, Division 2, Chapter 1, Section 2450(a) require any federal, M state, or local jurisdiction proclaiming or responding to a local emergency for which the N governor has declared a State of Emergency or State of War Emergency to complete and .-. transmit an AAR to Cal OES within 90 days of the close of the emergency period Upon c completion of the AAR, corrective actions are identified to make recommendations for U) correcting problems noted in the response/recovery effort, or during exercises and training Depending on the level of the AAR, corrective action may encompass anything from detailed recommendations for improving individual agency plans and procedures to broader system -wide improvements Priority corrective actions are assigned to relevant stakeholders and tracked to N ensure the identified problem has been addressed c 11.6 RECOVERY DISASTER ASSISTANCE When requesting implementation of disaster assistance programs, some key areas of concern must be adequately addressed These areas include the needs of distinct groups, disaster assistance available at each level of declaration, and the level of detail required on each request for disaster assistance Disaster assistance is divided into two forms Individual and Public Assistance 116 1 Individual Assistance (IA) Programs The disaster individual assistance programs have been developed for the needs of four distinct groups d • Individuals May receive loans or grants for real and personal property, dental, funeral, s medical, transportation, unemployment, sheltering, and rental assistance, depending on the extent of the damage a • Businesses (including agriculture interests) May obtain loans that are often made available through the United States Small Business Administration (SBA) to assist with physical and economic losses as a result of a disaster or an emergency 50 Packet Pg 118 CITVOFGRAND TERRACE Section 11 K Emergency Operations Plan Recovery Overview 116 4 Hazard Mitigation Grant Programs The Hazard Mitigation Grant Program (HMGP) provides grants to states and local governments to implement long-term hazard mitigation measures after a major disaster declaration The purpose of the HMGP is to reduce the loss of life and property due to natural disasters and to enable mitigation measures to be implemented during the immediate recovery from a disaster The HMGP is authorized under Section 404 of the Robert T Stafford Disaster Relief and Emergency Assistance Act The HMGP is only available to applicants that reside within a federally declared disaster area Eligible applicants are • State and local governments, • Indian tribes or other tribal organizations, and • Certain nonprofit organizations Although individuals may not apply directly to the state for assistance, local governments may sponsor an application on their behalf The amount of funding available for the HMGP under a particular disaster declaration is limited ` The program may provide a state with up to 7 5 percent of the total disaster grants awarded by FEMA States that meet higher mitigation planning criteria may qualify for a higher percentage under the Disaster Mitigation Act of 2000 (DMA2000) FEMA can fund up to 75 percent of the eligible costs of each project The grantee must provide a 25 percent match The DMA2000 states that each jurisdiction (counties, cities, towns, and special districts) must have a local hazard mitigation plan (LHMP) approved by Cal OES to be eligible for FEMA pre - and post -disaster mitigation funds The objective of the LHMP is "to save lives, preserve property, and protect the environment during times of disaster " The City of Grand Terrace's HMP is currently under development The federal regulations governing the HMGP are found in Title 44 of Code of Federal Regulations Part 206 and Part 13 For specific information regarding current HMGP activities, refer to the Cal OES website (www caloes ca gov) c ca E: U) c 0 r L d a O V c 0 am d E w N M N Q 52 Packet' Pg 120 F y G5b � CITYOF GRAND TERRACE Section 12 Emergency Operations Plan Administration and Logistics 5 The City will make reports to the County by the most practical means and in a timely manner 6 All wntten records, reports, and other documents will follow the principles of NIMS The City of Grand Terrace incorporates the following administrative actions pnor to an emergency • Develop a wntten EOP and SOPs, • Track emergency services training records, • Document dnlls and exercises to include the cntiques, and • Include NGOs in the City's emergency planning activities The administrative actions dunng and after an emergency include • Maintenance of wntten log -type records, • Issuance of press releases, • Submission of status reports, requests for assistance, and initial damage assessment requests to the OA EOC, • Utilize pre -established accounting methods to track and maintain records of expenditures and obligations, and • Document recovery operations 12 2 LOGISTICS The City of Grand Terrace incorporates the following logistics before an emergency • Acquiring and typing City equipment, • Stockpiling supplies, • Designating emergency facilities, such as shelter sites, • Establish mutual aid agreements, such as with American Red Cross, and • Prepare a resource contact list Logistics dunng an emergency include • Moving emergency equipment into place, • Arranging for food and transportation, • Arranging for shelter facilities, • Calling on mutual aid, if needed, and • Providing backup power and communications, if needed c is a N C 0 r co d a O 0 c d am L a� E w M V_ Pk a 54 Packet Pg 122 ' •G5b i CITY OF GRAND TERRACE Section 14 Emergency Operations Plan SOP Development 14 STANDARD OPERATING PROCEDURES DEVELOPMENT SOPs provide the purpose, authorities, duration, and details for the preferred method of performing a single function or a number of interrelated functions in a uniform manner SOPs a must also facilitate the need to carry out actions under conditions that may not have been = anticipated when the SOP was developed For example, it may be necessary to consider c r alternative procedures that solve a problem in order to perform in a more time- or cost-efficient way Q- O The SOPs for the City of Grand Terrace are published separately to support the EOP They include d • Guidance information, w • Position checklists (included in the EOC Manual) M • Responsibilities of responding employees/agencies, • Procedures, 2 • Personnel assignments, i d • Contact lists, G c • Equipment lists, and a i U) • Forms 0 0 r cc L It is the responsibility of the City's designated Emergency Services representative, working with the various City departments and other agencies, to update the SOPs on an as -needed basis O c m L d E W d n L L ti C R L �M'' a 56 Packet Pg 124 CITY OF GRAND TERRACE Section 15 Emergency Operations Plan Training and Exercises • Include NGOs and the private sector, when appropriate, • Incorporate the concepts and principles of SEMS and NIMS, • Demonstrate continuity of operations issues, and • Incorporate issues related to access and functional needs populations Training and exercises of the emergency management organization (EOC, ICS, and/or other agencies) components can take many forms Exercises range from semmars/workshops to full- scale demonstrations They will generally fall within one of the following types of training activity 15 2 1 Seminars/Workshops Seminars/Workshops are low -stress, informal discussions in a group setting with little or no simulation They are used to provide information and introduce people to policies, plans, and i procedures j 15 2 2 Tabletop Exercises Tabletop exercises provide a convenient and low-cost method designed to evaluate policies, plans, and procedures and resolve coordination and responsibilities Such exercises are a good way to see if policies and procedures exist to handle certain issues 15 2 3 Functional Exercises Functional exercises are designed to test and evaluate the capability of an individual function such as communications, public evacuation, or medical 15 2 4 Full -Scale Exercises Full-scale exercises simulate an actual emergency They typically involve the complete emergency management staff and are designed to evaluate the operational capability of the emergency management system 58 al Packet Pg 126 G5b CITY OF GRAND TERRACE Appendix 1: Emergency Operations Plan Authorities and References REFERENCES • City of Grand Terrace General Plan, Safety Element • City of Grand Terrace Hazard Mitigation Plan • California Catastrophic Incident Base Plan Concept of Operations • California Emergency Plan • California Master Mutual Aid Agreement • California Emergency Management Mutual Aid Plan • California Fire Service and Rescue Emergency Mutual Aid Plan A • California Hazardous Materials Incident Contingency Plan • California Law Enforcement Mutual Aid Plan • Homeland Security Presidential Directive 5 (HSPD-5) • National Incident Management System i • National Response Framework • National Disaster Recovery Framework • Standardized Emergency Management System Guidelines • Standardized Emergency Management System Approved Course of Instruction { • State of Emergency Orders and Regulations (regulations made in advance of a State of Emergency — Standby Orders) • State of War Emergency Orders and Regulations (regulations made in advance of a State I of War Emergency — Standby Orders) • Title 44 Code of Federal Regulations i f 60 Packet Pg 128 G5b a' CITYOF GRAND TERRACE Appendix 2: a Emergency Operations Plan Glossary of Terms California Emergency Services Act (ESA) An Act within the California Government Code to ensure that preparations within the state will be adequate to deal with natural, man-made, or war - caused emergencies that result in conditions of disaster or in extreme peril to life, property, and the natural resources of the state, as well as to generally protect the health and safety and preserve the lives and property of the people of the state Catastrophe Any natural or man-made incident, including terrorism, which results in extraordinary levels of mass casualties, damage, or disruption, severely affecting the population, infrastructure, environment, economy, national morale, and/or government functions Command The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority Command/Management Command is responsible for the directing, ordering, and/or N controlling of resources at the field response level Management rs responsible for overall N emergency policy and coordination at the SEMS Local Government Levels Command Post -See Incident Command Post Command Staff At the SEMS Field Level, consists of the Information Officer, Safety Officer, and Liaison Officer, which report directly to the IC They may have an assistant or assistants, as needed These officers are also found at the EOC levels in SEMS, and they report directly to the EOC Director and comprise the Management Staff They may have an assistant or assistants, as needed Common Terminology Normally used words and phrases Avoids the use of different words/phrases for the same concepts and for consistency, and to allow diverse incident management and support organizations to work together across a wide variety of incident management functions and hazard scenarios Communications The process of transmitting information through verbal, written, or symbolic means Continuity of Government (COG) Activities that address the continuance of constitutional governance COG planning arms to preserve and/or reconstitute the institution of government and ensure that a department's or agency's constitutional, legislative, and/or administrative responsibilities are maintained This is accomplished through succession of leadership, the pre - delegation of emergency authority, and active command and control during response and recovery operations a Continuity of Operations (COOP) Planning should be instituted (including all levels of government) across the private sector and NGOs as appropriate to ensure the continued performance of core capabilities and/or critical government operations during any potential incident 62 Packet fig 130 ` aTY OF GRAND TERRACE Appendix 2: Emergency Operations Plan Glossary of Terms Division The partition of an incident into geographical areas of operation Divisions are established when,the number of resources exceeds the manageable span of control of the Operations Section Chief A division is located within the ICS organization between the Branch and resources in the Operations Section Documentation Unit A functional unit within the Planning/Intelligence Section responsible for collecting, distributing, recording, and safeguarding all documents relevant to an incident or within an EOC Emergency Any mcident(s), whether natural or man-made, that requires responsive action to protect life or property Under the Robert T Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the President, federal assistance is needed to supplement state and local efforts and capabilities to save lives and to protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States Emergency Management Assistance Compact (EMAC) A congressionally ratified organization that provides form and structure to interstate mutual aid Through EMAC, a disaster -affected state can request and receive assistance from other member states quickly and efficiently, resolving two key issues up front liability and reimbursement i Emergency Management Community The stakeholders in emergency response in California including the residents of California, the private sector, and federal, state, local, and tribal governments Emergency Operations Center (EOC) The physical location at which the coordination of information and resources to support incident management (on -scene operations) activities normally takes place An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction An EOC may be organized by major functional disciplines (e g , fire, law enforcement, and medical services), by jurisdiction (e g , federal, state, regional, tribal, city, county), or some combination thereof Emergency Operations Plan (EOP) The ongomg plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards Emergency Resource Directory (ERD) A directory containing information on agency or organization personnel, emergency certifications and qualifications, and vendor and support organization supplies, equipment, etc that may be needed during an emergency Supplies and equipment can include such items as potable water tenders, portable toilets, heavy equipment, prepared meals, bulk foodstuffs, cots, rental office trailers, etc To the extent possible and when appropriate, equipment should be typed by capability according to a common and accepted typing schematic Emergency resource directories should only include those items likely to be N M_ N a 64 Packet Pg 132 G5b CITVOFGRAND TERRACE Appendix 2: Emergency Operations Plan Glossary of Terms aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, tsunamis, war -related disasters, public health and medical emergencies, and other occurrences requiring an emergency response Incident Action Plan (IAP) An oral or written plan containing general objectives reflecting the overall strategy for managing an incident It may include the identification of operational resources and assignments It may also include attachments that provide direction and important information for management of the incident during one or more operational periods At the SEMS local level, there is a similar document called the EOC Action Plan Incident Base The location at which primary Logistics functions for an incident are coordinated and administered There is only one base per incident (Incident name or other designator will be added to the term base ) The Incident Command Post may be co -located with the Base N Incident Command Responsible for overall management of the incident and consists of the N Incident Commander, either single or unified command, and any assigned supporting staff _ Incident Commander (IC) The individual responsible for all incident activities, including the development of strategies and tactics and the ordering and release of resources The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site Incident Command Post (ICP) The field location where the primary functions are performed The ICP may be co -located with the incident base or other incident facilities Incident Command System (ICS) A standardized on -scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the i management of resources during incidents It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents ICS is used by various jurisdictions and functional agencies, both public and private, to organize field -level incident management operations ICS is one of the components of both NIMS and SEMS Information Pieces of raw, unanalyzed data that identifies persons, evidence, and/or events, or illustrates processes that specify the occurrence of an event May be objective or subjective and is intended for both internal analysis and external (news media) application Information is the "currency" that produces intelligence w a Intelligence The product of an analytical process that evaluates information collected from diverse sources, integrates the relevant information into a cohesive package, and produces a conclusion or estimate Information must be real, accurate, and verified before it becomes intelligence for planning purposes Intelligence relates to the specific details involving the 66 Packet Pg 1$4 I ' Gy5 b d aAl CITY OF GRAND TERRACE Appendix 2: Emergency Operations Plan Glossary of Terms Local Government According to federal code a county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under state law), regional or interstate government entity, or agency or instrumentality of a local government, an Indian tribe or authorized tribal entity, or in Alaska a Native village or Alaska Regional Native Corporation, or a rural community, unincorporated town or village, or other public entity Logistics Providing resources and other services to support incident management Logistics Section The section responsible for providing facilities, services, and material support for an incident or EOC activation Management Staff At the SEMS Local Government Level, consists of the Public Information Officer, Safety Officer, and Liaison Officer, which report directly to the EOC Director They may have an assistant or assistants, as needed These officers are also found at the Field Response Level in SEMS, and they report directly to Incident Commander as part of the Command Staff Mitigation Provides a critical foundation in the effort to reduce the loss of life and property from natural and/or man-made disasters by avoiding or lessening the impact of a disaster and providing value to the public by creating safer communities Mitigation seeks to fix the cycle of disaster damage, reconstruction, and repeated damage These activities or actions, in most cases, will have a long-term sustained effect Mobilization The process and procedures used by all organizations —federal, state, tribal, and local —for activating, assembling, and transporting all resources that have been requested to respond to or support an incident Mobilization Center An off -emergency location where emergency services personnel and equipment may be temporarily located, pending assignment to emergencies, release, or reassignment Multiagency or Interagency Coordination The participation of agencies and disciplines involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the priontization of incidents Multiagency Coordination Group (MAC Group) Typically, admimstrators/executives, or their appointed representatives, who are authorized to commit agency resources and funds and are brought together, forming MAC Groups MAC Groups may also be known as multiagency committees, emergency management committees, or as otherwise defined by the System It can provide coordinated decision making and resource allocation among cooperating agencies and Q 68 Packei pg 136 G5b CITYOF GRAND TERRACE Appendix 2: Emergency Operations Plan Glossary of Terms or post, especially one elected or appointed to a position of authority or trust in a corporation, government, institution, etc Operational Area (OA) An intermediate level of the state emergency organization, consisting Z of a county and all other political subdivisions within the geographical boundaries of the county a .N C Operational Period The tune scheduled for executing a given set of operation actions as specified in the IAP Operational periods can be of various lengths, although they usually last a 12 24 hours o Operations Section The section responsible for all tactical incident operations and the IM implementation of the IAP In ICS, it normally includes subordinate branches, divisions, and/or groups At the SEMS Local Government Levels, the section is responsible for the coordination w of operational activities The Operations Section at an EOC contains branches, groups, or units N necessary to maintain appropriate span of control N Organization Any association or group of persons with like objectives Examples include, but are not limited to, governmental departments and agencies, the private sector, and/or NGOs Planning Section The section responsible for the collection, evaluation, and dissemination of operational information related to the incident or EOC activities and for the preparation and documentation of the IAP or EOC action plan respectively This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident or EOC activation i Political Subdivisions Includes any city, city and county, county, tax or assessment district, or other legally authorized local governmental entity with jurisdictional boundaries Preparedness A continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action in an effort to ensure effective coordination during incident response Within NIMS, preparedness focuses on the following elements planning, procedures and protocols, training and exercises, personnel qualification, and certification and equipment certification Prevention Actions to avoid an incident or to intervene to stop an incident from occurring Prevention involves actions to protect lives and property It also involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations, heightened inspections, improved surveillance and security operations, investigations to determine the full nature and source of the threat, public health and agricultural Q surveillance and testing processes, immunizations, isolation, or quarantine, and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice J 70 Packet Pg 138 CITYOF GRAND TERRACE Appendix 2 : Emergency Operations Plan Glossary of Terms Response Activities that address the short-term, direct effects of an incident Response includes immediate actions to save lives, protect property, and meet basic human needs Response also includes the execution of the EOP and of mitigation activities designed to limit the loss of life, personal injury, property damage, and other unfavorable outcomes As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident, increased security operations, continuing investigations into the nature and source of the threat, ongoing public health and agricultural surveillance and testing processes, immunizations, isolation, or quarantine, and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity and apprehending actual perpetrators and bringing them to justice Response Personnel Includes federal, state, territorial, tribal, sub -state regional, and local governments, private sector organizations, critical infrastructure owners and operators,,NGOs, and all other organizations and individuals who assume an emergency management role Also known as an Emergency Responder Safety Officer A member of the Command Staff (Management Staff at the SEMS Local Government Levels) responsible for monitoring incident operations and advising the IC on all matters relating to operational safety, including the health and safety of emergency responder personnel The Safety Officer may have assistants Section 1) The organizational level having responsibility for a major functional area of incident or EOC Management (e g , Operations, Planning, Logistics, Finance/Admimstration) and Intelligence/ Investigations (if established) The section is organizationally situated between the branch and the Incident Command 2) A separate part or division as a A portion of a book, treatise, or writing b A subdivision of a chapter c A division of law Situation Report Often contains confirmed or verified information regarding the specific details relating to the incident Span of Control The number of resources for which a supervisor is responsible, usually expressed as the ratio of supervisors to individuals (Under NIMS, an appropriate span of control is between 1 3 and 17, with optimal being 1 5 ) Special District A unit of local government (other than a city, county, or city and county) with authority or responsibility to own, operate, and maintain systems, programs, services, or projects (as defined in California Code of Regulations (CCR) Section 2900(s)) for purposes of natural disaster assistance This may include a joint powers authority established under Section 6500 et seq of the Code Stafford Act The Robert T Stafford Disaster Relief and Emergency Assistance Act establishes the programs and processes for the Federal Government to provide disaster and emergency assistance to states, local governments, tribal nations, individuals, and qualified private nonprofit organizations The provisions of the Stafford Act cover all -hazards, including natural disasters N M_ N a 72 Packet Pg 140 �G5b CITY OF GRAND TERRACE Appendix 2: Emergency Operations Plan Glossary of Terms Technical Assistance Support provided to state, tribal, and local jurisdictions when they have the resources but lack the complete knowledge and skills needed to perform a required activity (such as mobile -home park design or HazMat assessments) a Technical Specialists Personnel with special skills that can be used anywhere within the SEMS a organization No mmimum qualifications are prescribed, as technical specialists normally c perform the same duties during an incident that they perform in their everyday jobs and they are typically certified in their fields or professions Q 0 Terrorism Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous to human life or potentially destructive of critical infrastructure or key resources, is a violation of the criminal laws of the United States or of any state or other d subdivision of the United States in which it occurs, and is intended to intimidate or coerce the W civilian population, or mfluence or affect the conduct of a government by mass destruction, - N assassination, or kidnapping See Section 2 (15), Homeland Security Act of 2002, Public Law N 107-296, 116 Stat 2135 (2002) Threat An indication of possible violence, harm, or danger Tools Those instruments and capabilities that allow for the professional performance of tasks, such as information systems, agreements, doctrine, capabilities, and legislative authorities Tribal Any Indian tribe, band, nation, or other organized group or community, including any Alaskan Native Village as defined in or established pursuant to the Alaskan Native Claims Settlement Act (85 stat 688) [43 U S C A and 1601 et seq ] Type 1) An ICS resource classification that refers to capability Type 1 is generally considered to be more capable than Types 2, 3, or 4, respectively, because of size, power, capacity, or (in the case of incident management teams) experience and qualifications 2) A class, kind, or group sharing one or more characteristics, category 3) A variety or style of a particular class or kind of things Unified Command An ICS application used when more than one agency has incident jurisdiction or when mcidents cross political jurisdictions Agencies work together through the designated members of the Unified Command, often the senior person from agencies and/or disciplines participating in the Unified Command, to establish a common set of objectives and strategies and a single IAP s Unit The organizational element with functional responsibility for a specific incident planning, w logistics, or fmance/administration activity a Vital Records The essential agency records that are needed to meet operational responsibilities under national security emergencies or other emergency or disaster conditions (emergency 74 Packet Pg 142 G5b CITY OF GRAND TERRACE Appendix 3 : Emergency Operations Plan Contact List APPENDIX 3 CONTACT LIST Emergency contact information is maintained in a separate document and is updated on a regular basis a N C O r R L d Q. Ap G W N M V- EIL Q 76 Packet Pg 444 G5b CITY OF GRAND TERRACE Appendix 5: Emergency Operations Plan Supporting Documentation APPENDIX 5 SUPPORTING DOCUMENTATION Training and testing are essential to ensure emergency response personnel of all levels of = government and the public are operationally ready As part of the emergency management a training curriculum, it is recommended that City personnel with emergency responsibilities complete emergency management courses as described in SEMS Approved Course of Instruction c (ACI) and NIMS integration criteria c. 0 In addition to SEMS and NIMS courses, City personnel may be provided EOP orientation, Disaster Service Worker training, EOC Section Specific training, and other additional specialized training as available m The San Bernardino County Fire Office of Emergency Services is responsible for tracking thecm E w County's NIMS compliance and, as required by FEMA and Cal OES, prepares and submits the annual NIMSCAST report The City of Grand Terrace formally adopted NIMS regulations and may utilize the web -based NIMSCAST reporting tool to report the City's NIMS compliance Q 78 Packet 06 146 ,G6 11 J'�M�byw�� f_ MEETING DATE AGENDA REPORT March 14, 2017 Council Item TITLE Approval of Resolution Designating the Public Works Director And/Or City Engineer with the Discretionary Authority to Give Approval of Public Improvement Plans and Specifications PRESENTED BY Alan French, RECOMMENDATION Adopt a Resolution that designates the Public Works Director and/or the City Engineer with the discretionary Authority to Give Approval of Public Improvement Plans and Specifications 2030 VISION STATEMENT This staff report supports Goal #1 "Ensure our Fiscal Viability" by protecting the City from potential litigation that is not the responsibility of the City BACKGROUND The City of Grand Terrace has implemented a Capital Improvement Program Plans and specifications are completed by either in-house staff or professional consultants so that public improvements may be built throughout the C ity Through the normal use of all public facilities, accidents may occur within the right-of-way, which could lead to legal cases involving the City California Government Code Section 830 6 provides design immunity for public entities and public employees, if the plans and specifications for construction are approved in advance by the legislative body or their duly appointed designee DISCUSSION California Government Code Section 830 6 states the following "Neither a public entity nor a public employee is liable under this chapter for an injury caused by the plan or design of or construction of, or an improvement to, public property where such plan or design has been approved in advanced of the construction or improvement by the legislative body of the public entity or by some other body or employee exercising discretionary authority to give such approval or where such plan or design is prepared in conformity with standards previously so approved, if the trial or appellate court determines that there is any substantial evidence upon the basis of which (a) a reasonable public employee could have adopted the plan or design or the standards therefore or (b) a reasonable legislative body or other body or employee could have approved the plan or design or the standard therefor " Packet Pg 147 '�G6a RESOLUTION NO 2017 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GRAND TERRACE, COUNTY OF SAN BERNADINO, STATE OF CALIFORNIA, DESIGNATING THE PUBLIC WORKS DIRECTOR AND/OR CITY ENGINEER WITH THE DESCRETIONARY AUTHORITY TO GIVE APPROVAL OF PUBLIC IMPROVEMENT PLANS OR DESIGNS WHEREAS, the City of Grand Terrace has developed, approved and implemented a Capital Improvement Program (CIP), WHEREAS, the CIP is established for construction, rehabilitation and replacement ;, of public facilities, WHEREAS, the City of Grand Terrace contracts with professional design E consultants to complete plans and specifications for the construction of public facilities that are identified in the CIP, N d 0 WHEREAS, the City of Grand Terrace contracts with professional design 0 consultants to complete plans and specifications for other projects that are not identified cm within the CIP each year, pq WHEREAS, the City of Grand Terrace staff also completes plans and specifications for public facilities, WHEREAS, accidents may occur through normal use of the public facilities within the City of Grand Terrace, WHEREAS, Government Code Section 830 6�provides design immunity for public entities and public employees if the plans and specifications for construction are approved in advance by the legislative body or their duly appointed designee, WHEREAS, the City of Grand Terrace wishes to streamline the delivery of public projects to ensure the efficiency and effectiveness of the city's effort, and WHEREAS, the City of Grand Terrace wishes to have the benefit of design immunity for design changes which may occur during construction, and WHEREAS, the City Council has the right to designate qualified city staff as the signatory for plan and specification approval and design immunity NOW, THEREFORE, the City Council of the City of Grand Terrace, California does hereby resolve as follows SECTION 1 The City Council of City of Grand Terrace does hereby authorize the Public Works Director and/or City Engineer as their designee to exercise the discretionary authority to give the approval of public improvement plans, specifications, and designs Packet Pg 149 J1 MEETING DATE TITLE PRESENTED BY RECOMMENDATION AGENDA REPORT March 14, 2017 Councll Item Award of Contract for Landscape Maintenance Services Alan French, 1 Award a Contractor Agreement to EZ Sunnyday for Landscape Maintenance Services 2 Authorize City Manager to execute the Contract and anv necessary amendments for this contract 2030 VISION STATEMENT This staff report supports Goal #2 "Maintain Public Safety" by maintaining existing citywide landscaping BACKGROUND On February 1, 2014, City Council approved a landscape maintenance agreement with EZ SunnyDay Landscape to maintain citywide landscaping The agreement was executed for one (1) year with the provision of granting two (1) year extensions The contract is now in a month -to -month status DISCUSSION On February 2, 2017, the City Clerk issued a Notice Inviting Bids for Landscape Maintenance Services The notice was posted to the City website, published by the Grand Terrace City News and sent directly to a bidder's list By the time of the bid opening on February 28, 2017, three (3) bids were submitted The companies and their bids are as follows Bid 1 Cal Dreamscape Landscape - Grand Terrace, CA $68,285 00 Bid 2 EZ Sunnyday Landscape - Rialto, CA $45,430 00 Bid 3 Manposa Landscapes, Inc - Irwindale, CA $59,364 00 EZ Sunnyday Landscape was the lowest, responsive bidder The firm's contractor's license is valid, and all references provided positive feedback The references included McLane Food Distribution in Moreno Valley and Arden Hills Seventh Day Adventist Church in Highland, CA The City of Grand Terrace was listed as a reference, and Maintenance Staff confirmed that EZ Sunnyday has been very professional, responsive and their services are cost-effective The scope of work includes full service maintenance of planters, ground cover and PacketPg 151 G7a CONTRACT AGREEMENT THIS CONTRACTORS AGREEMENT ("Agreement") is made and entered into this _ 14th day of March 2017, ("Effective Date") by and between the CITY OF GRAND TERRACE ("City"), a public entity, and EZ Sunnyday Landscapes ("Contractor"), a California Corporation Scope of Services Contractor shall perform all the services as described as follows a) For and in consideration of the payments and agreements hereinafter mentioned to be made and performed by said City, said Contractor agrees with said City to perform and complete in a workmanlike manner all work required in the Scope of Services, attached as Exhibit A and incorporated by this reference b) The Notice Inviting Bids, Instructions to Bidders, Proposal, Information required of Bidder, Specification, Drawings, Exhibits and all addenda issued by the City with respect to the foregoing pnoi to the opening of bids, are hereby incorporated in and made a part of this Agreement 2 Term This Agreement shall be effective on the date first written above and the Agreement shall remain in effect for five years unless terminated as provided herein 3 Compensation/Payment Contractor shall perform the Services under this Agreement for the total sum not to exceed $45 430 annually Payment shall be made in accordance with City's usual accounting procedures upon receipt and approval of an itemized invoice setting forth the services performed The invoices shall be delivered to City at the address set forth in Section 4, hereof 4 Notices Any notices required to be given hereunder shall be in writing and shall be personally served or given by mail Any notice given by mail shall be deemed given when deposited in the United States Mail, certified and postage prepaid, addressed to the party to be served as follows To City Xff To CO) M V- N c d E a) a) 2. 0 as c 0 U r c d E s as a c a� E s r Q Packet Pg 153 G7a contributions for PERS benefits on behalf of Contractor or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City Notwithstanding any other agency, state or federal policy, rule, regulation, law or ordinance to the contrary, Contractor and any of its employees, agents, and subcontractors providing service under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in PERS as an employee of City and entitlement to any contribution to be paid by City for employer contribution and/or employee contributions for PERS benefits 12 Indemnifications 12 1 Indemnity Except as to the sole negligence or willful misconduct of the City, Contractor shall defend, indemnify and hold the City, and its officers, employees and agents, harmless from any and all loss, damage, claim for damage, liability, expense or cost, including attorneys' fees, which arises out of or is in any way connected with the performance of work under this Agreement by Contractor or any of the Contractor's employees, agents or subcontractors and from all clanms by Contractor's employees, subcontractors and agents for compensation for services rendered to in the performance of this Agreement, notwithstanding that the City may have benefitted from their services This indemnification provision shall apply to any acts or omissions, willful misconduct or negligent conduct, whether active or passive, on the part of Contractor or of Contractor's employees, subcontractors or agents 12 2 Attorney's Fees The parties expressly agree that any payment, attorneys' fees, costs or expense that the City incurs or makes to or on behalf of an injured employee under the City's self-administered workers' compensation is included as a loss, expense or cost for the purposes of this Section, and that this Section shall survive the expiration or early termination of the Agreement 13 Insurance 13 1 General Provisions Prior to the City's execution of this Agreement, Contractor shall provide satisfactory evidence of, and shall thereafter maintain during the term of this Agreement, such insurance policies and coverage's in the types, limits, forms and ratings required herem The rating and required insurance policies and coverage's may be modified in writing by the City's Risk Manager or City Attorney, or a designee, unless such modification is prohibited by law 13 1 1 Limitations These minimum amounts of coverage shall not constitute any limitation or cap on Contractor's indemnification obligations under Section 12 hereof 13 12 Ratings Any insurance policy or coverage provided by Contractor as required by this Agreement shall be deemed inadequate and a material breach of this Agreement, unless such policy or coverage is issued by insurance companies authorized to transact insurance business in the State of California with a policy holder's rating of A- or higher and a Financial Class of VII or higher 13 13 Cancellation The policies shall not be canceled unless thirty (30) days prior written notification of intended cancellation has been given to City by certified or registered mail, postage prepaid 1314 Adequacy The City, its officers, employees and agents make no representation that the types or limits of insurance specified to be carried by D-3 Packet Pg 155 G7a behalf of the named insured for the City of Grand Terrace 13 4 Subcontractors' Insurance Contractor shall require all of its subcontractors to carry insurance, in an amount sufficient to cover the risk of injury, damage or loss that may be caused by the subcontractors' scope of work and activities provided in furtherance of this Agreement, including, but without limitation, the following coverage's Workers Compensation, Commercial General Liability, Errors and Omissions, and Automobile liability Upon City's request, Contractor shall provide City with satisfactory evidence that Subcontractors have obtained insurance policies and coverage's required by this section 14 Business Tax Contractor understands that the Services performed under this Agreement constitutes doing business in the City of Grand Terrace, and Contractor agrees that Contractor will register for and pay a business tax pursuant to Chapter 5 04 of the Grand Terrace Municipal Code and keep such tax certificate current during the term of this Agreement 15 Time of Essence Tune is of the essence for each and every provision of this Agreement 16 City's Right to Employ Other City reserves the right to employ other in connection with the Services 17 Solicitation Contractor warrants that they have not employed or retained any person or City to solicit or secure this Agreement, nor has it entered into any agreement or understanding for a commission, percentage, brokerage, or contingent fee to be paid to secure this Agreement For breach of this warranty, City shall have the right to teammate this Agreement without liability and pay only for the value of work has actually performed, or, in its sole discretion, to deduct from the Agreement price or otherwise recover from Contractor the full amount of such comrmssion, percentage, brokerage or commission fee The remedies specified in this section shall be in addition to and not in lieu of those remedies otherwise specified in, this Agreement 18 General Compliance with Laws Contractor shall keep fully informed of federal, state and local laws and ordinances and regulations which in any manner affect those employed by Professional, or in any way affect the performance of services by Contractor pursuant to this Agreement Contractor shall at all times observe and comply with all such laws, ordinances and regulations, and shall be solely responsible for any failure to comply with all applicable laws, ordinances and regulations 19 Amendments This Agreement may be modified or amended only by a written Agreement and/or change order executed by the Contractor and the City 20 Termination City, by notifying Contractor in writing, shall have the right to terminate any or all of the services and work covered by this Agreement at any time, with or without cause In the event of such termination, Contractor may submit s final written statement of the amount of Contractor's services as of the date of such termination based upon the ratio that the work completed bears to the total work required to make the report complete, subject to the City's rights under Sections 16 and 21 hereof In ascertaining the work actually rendered through the termination date, City shall consider completed work, work in progress and complete and incomplete reports and other documents only after delivered to City D-5 Packet Pg 157 G7a 25 Nondiscrimination During Contractor's performance of this Agreement, Contractor shall not discriminate on the grounds of race, religious creed, color, national origin, ancestry, age, physical disability, mental disability, medical condition, including the medical condition of Acquired Immune Deficiency Syndrome (AIDS) or any condition related thereto, mantal status, sex, or sexual orientation, in the selection and retention of employees and subcontractors and the procurement of materials and equipment, except as provided in Section 12940 of the California Government Code Further, Contractor agrees to conform to the requirements of the Americans with Disabilities Act in the performance of this Agreement 26 Severabihty Each provision, term, condition, covenant and/or restriction, in whole and in part, of this Agreement shall be considered severable In the event any provision, term, condition, covenant and/or restriction, in whole and/or in part, of this Agreement is declared invalid, unconstitutional, or void for any reason, such provision or part thereof shall be severed from this Agreement and shall not affect any other provision, term, condition, covenant and/or restriction of this Agreement, and the remainder of the Agreement shall continue in full force and effect 27 Authority The individuals executing this Agreement and the instruments referenced herem on behalf of Contractor each represent and warrant that they have the legal power, right and actual authority to bind Contractor to the terms and conditions hereof and thereof 28 Entire Agreement This Agreement constitutes the final, complete, and exclusive statement of the terms of the agreement between the parties pertaining to the subject matter of this Agreement, and supersedes all prior and contemporaneous understandings or agreements of the parties Neither party has been induced to enter into this Agreement by, nor is neither party relying on, any representation or warranty outside those expressly set forth in this Agreement 29 Interpretation City and Contractor acknowledge and agree that this Agreement is the product of mutual arms -length negotiations and accordingly, the rule of construction, which provides that the ambiguities in a document shall be construed against the drafter of that document, shall have no application to the interpretation and enforcement of this Agreement 291 Titles and captions are for convenience of reference only and do not define, describe or limit the scope or the intent of the Agreement or any of its terms References to section numbers are to sections in the Agreement unless expressly stated otherwise 292 This Agreement shall be governed by and construed in accordance with the laws of the State of California in effect at the time of the execution of this Agreement D-7 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RESPONSIVE BIDDER WILL BE DETERMINED BY THE TOTAL BASE BID C-J (seowag aoueua;uiefij edeospue-1 ££4Z) juaweeAy io1oej1uo3 I juawLioelIV ;uauayoe;;br to co ti C9 aM a r m Y BIDDER'S INFORMATION a BIDDER certifies that the following information is true and con-ed Bidder's Name EZ �C}N.r�c Ci�a� a Business Address ' ',21�! Telephone a` - !S 75-c- 0Dq State Contractor's License No. Onginal Date Issued & 6 Cap Expiration Date _ �k. 10 - o / 8, The following are the names, titles, addresses, and telephone numbers of all individuals, firm members, partners, joint ventures, and/or corporate officers having a principal interest in this proposal MUM The The dates of any voluntary or involuntary bankruptcy judgments against any principal having an interest in this proposal, or any firm, corporation, partnership or joint venture of which any principal having an interest in this proposal was an owner, corporate officer, partner, or joint venture are as follows All current and prior DBA's, alias, and/or fictitious business names for any principal having an interest in this proposal are as follows- zVO onand A2 VION OZ ` 10 Aep smy} 01 worms pue paquasgnS _ H3aus OZ `"10 Aep situ sledrauud poweualoije Ile jo sleas pue 'spueq apq 'seweu etp tam lesodoid sea spwgns pue salnoaxe 830018 '303M3HM SS3N11M NI Attachment Attachment I Contractor Agreement (2133 Landscape Maintenance Services) L G) V VD �d7 iegwnN euoMd el UPUIeN ioeduo:D ®ureN Ilaua6VRua113 junoury :Pe4uo3 1 PauuoPad WOMJO 1 j s eOA PRAUDO weal( oA} Ised atp maim pa}aldwaa uaaq eAey tplLp spenuoo epaiedwoo aanq ueta ssaJ jou `nnolaq papmold saoeds aye ut isq lleys lopequoo eta S33N3W3J3J Attachment Attachment I Contractor Agreement (2133 Landscape Maintenance Services) (saomjaS aoueua;uielhl adeospue-1 ECLZ) ;u9ua99a6y.ro;oej4uo0 I;u9wLIoe:4y 4uawLIoe;4V A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document State of California County of n2zC(ra(qAjy-Pjs Subscribed and sworn to (or affirmed) before me on this _gam day of bcua r9 20-1 i _— by --_aCz e Ze efna _ proved to me on the basis of satisfactory evidence to be the personp j who appeared before me DARREN FAVELA t� t� C011M # 2133524 �o NOTARY FUBLIC CALIFOMIA UI �"� SAY a-NNAA01NO COLhtf "nature (Seal) `N' Mr Comm UPKOt t2 7C19 OPTIONAL INFORMATION DESCRIPTION OF THE ATTACHED DOCUMENT nno- Ca J10-A an cr i J aydt (title ordescdplion of attached document) (Title or descxiphon of abched document continued) Number of Pages Document Date Additional Information INSTRUCTIONS The wording of all Jurats completed in Cardomia after January 1, 2015 must be in the fcvm as sat forth wrthm this Jurat Thera are no ezcephons. !f a Jurat to be completed does not WOW this form, the notarymust correct the verbiage by using a juratstamp contalning the totted wordig or attaching a separate Jurat form such as this one wdh does contain the prayer wording In adddion, the notary must roquim an oath or affimrahon from the document signer regarding the truthrulness of the contents of the document The document must be signed AFTER the oath or afhimabom If the document was previously signed, it must be re -signed In front of the notary pubrio dung ihelurat process • State and county Information must be the stale and county where the document signer(s) personally appeared before the notary public • Date of notarization must be the date the signer(s) personally appeared which must also be the some date the Jurat process Is completed • Print the name(s) of the document signers) who personally appear at the time of notarization • Signature of the notary public must match the signature on file with the office of the county clerk • The notary seal impression must be clear and photographically reproducible Impression must not cover text or lines If seal Impression smudges, re -seal if a sufficient area permits, otherwise complete a different jurat form :• Additional Information is not required but could help to ensure this jurat is not misused or attached to a different document. Indicate tlfle or type of attached document, number of pages and date Securely attach this document to the signed document with a staple 2015 Version www NotaryClesses com 800 873-8665 I G7a Bank ofAmerica ®® Cashier's Check No 1153606177 � tlotnx l0 t9itcbaur I the errntthu f r}teck is It>Zt, � � ' � wirn4�wanpatan fuul9G�drywuungpaiodNnilbniequired pr ,- ; Vold.After90Daysj "�` 91-170/I271 `,,Da(e02/27/1701 49,59,PM pnnr to "mecment M' check I.' Id be negodeted widdn 90days, r IJAZ SIERRA WAY 40TH v 0005 0000444 0158 4" BANK OF FAR Pay AMERIC ® ®crsm **$41600.00** C "Four Thousand Six Hundred and 001100 Dollars"* To The CITY OF GRAND TERRACE Order Of Q Remitter (Purchased By) ISAI ZCCENA Bank of America, N A PHOENIX, AZ AU HO ED SIGNATURE II'L1536061?7V a:122LOL706i: 457002931717u• THE ORIGINAL DOCUMENT HAS A REFLECTIVE WATERMARK ON THE BACK 0 HOLD AT AN ANGLE TO VIEW WHEN CHECKING THE ENDORSEMENTS Packet Pg 175 Location #7 Oriole Slope — East Side of Oriole Avenue between Franklin Street and Lark Street Approximately 25, 000 sq/ft Task #1* Full Service (Planters, Ground Cover, and Shrubs) Location #8 3 Baseball Fields at Veterans Freedom Park — 21950 Pico Street, Grand Terrace, CA 92313 Approximately 48,500 sq/ft Task #1 * Mow and Weed Eat** Location #9 Right of Way, Mt Vernon Avenue from Main Street to Barton Road Approximately 1 mile on both sides of the roadway Task #1* Weed Abatement and Spray Roundup Location #10 Right of Way, Barton Road from Palm Avenue to Victoria Approximately 0 5 miles Task #1 * Weed Abatement and Spray Roundup Location #11 Right of Way, Main Street from Michigan Street to Mt Vernon Avenue Approximately 0 5 miles on north side of the street only Task #1* Weed Abatement and Spray Roundup Location #12 Canal Street from Newport Avenue to Mt Vernon ROW Drainage ditch Approximately 0 4 miles on west side of the street only Task #1 * Weed Abatement and Spray Roundup, clear ditch Location #13 Taylor Street / High School Riprap Drainage ditch — Behind Grand Terrace High School and Veterans Freedom Park Approximately 25,000 sq/ft (see map) Task #1 * Weed Abatement and Spray Roundup Location #14 Orange Grove Parkway — At Mt Vernon Avenue and Grand Terrace Road Approximately 30, 000 sq/ft Task #1* Pull Weeds by Hand Location #15 Grand Terrace Fitness Park - 21937 Grand Terrace Rd, Grand Terrace, CA 92313 Approximately 115, 000 sq/ft Task #1* Pull Weeds by Hand co M N _ d E d d L L 0 0 _ d E 0 0 a d E s r Packet Pg 177 �G7a Square Footage Estimates for Locations # 1-14 Square Footage Eshmates for Location 1 Roams Park so feet so Let ` 210f--t_ 520Feei L feet ate 2 220 Seet �,tt0 � 0{SU t TOTAL SQXT EST V*lATED f Area _ AIOStING- 80,050 SQ/Ff 2 t =22�00 sgRi PLAN-fm - 8J,M SQ1FT TOTAL-164,940 SQ/FI � ! .•.•... . 2 = 35W SqM Area= 5kWD sgtR 4 Fey - F-1 Sfow¢ead cttedeat Piaaias, Gwmid CMs, & w=1H afma 35� �77MKM ash =gyp soft 9 M&K 30Q fed SoFeet w a n A f Packet' Pg 179 Attachment Attachment I Contractor Agreement (2133 Landscape Maintenance Services) .r w Attachment Attachment I Contractor Agreement (2133 Landscape Maintenance Services) G 7 a Sqme FaotapEsdmtes for Location 7 Oriole Slope 15 E Packet Pg 185' 4 } IAll S_•_ l.QgWy NW, ip/''4i .�� ,h ter. � 1rr �j, k� �4�: •;`� �'"� �..3. � � �T ��,#,+� �"s�'S��f�+ ,�� .'� t;J af. ..�.+ .,.tw.� ,It«•.....=..e. �e.�t. �r ..,..., iwMer "" s t c'dx - !, Pico; y �:', � �� . � 1 ,. i � � "4a � ` yy ' yx � ��1 YaatNi '; S � ''�"i k �y } � �..r;,•�''* '>Ma a 1i�� tit} t ' ,� r � �}.� "1M .� � `�' � rr 4 )~��,�1L•a" ,•+'}�� '�i'��{�� tl . Ni�*iM'^`� �j � F,e *�', W�"'"�,i�' a� ~� d1� ra it'll 0. ywn s i &ir en4Wa �+'� �' jy,,► w�� .�'i`. i" ��€'�5. �, � • i u,a i'.c. ly�T�^�,��'. �,',f� ppp �� +�•�� x .r.�,.:,.i,,� T .��" �i, s,'4.,° ck,?�""� �""�r.." �"' �."` �, • ,� ��, � �j '' +� �i � 3� `1 4� 1K�'�i �:7f'rr• � �i N r-� Attachment Attachment I Contractor Agreement (2133 Landscape Maintenance Services) V 01 Square Foot Estimate Location 15 Grand Terrace Fitness Park 23 M CO N C d E d m 0) Q 2. O r v R r+ C O ci C d E M 0 R w a d E M r a Packet Pg 193 G7a SQUARE FEET ESTIMATE LOCATION EAST SIDE OF THE RIGHT OF WAY ON S LA CADENA BETWEEN PALM AND LITTON GW— CwdTerrace x F - 0 10 eagle georw com/roes * f 0 Apps g wekom to c,.,d 7 I t klu ode wwy .G 2030v� Q'J t!e•Ny ti<bsd S. r d F elpdak toms Lv t fapCpm 6A lop A� ADp 0 Pwk Woks Packet Pg 195 `G8 MEETING DATE TITLE PRESENTED BY RECOMMENDATION AGENDA REPORT March 14, 2017 Council Item Award of March 2017 Community Benefit Funds to REC Center Cynthia Fortune, Assistant City Manager Approve the award of $310 from the City's Community Benefits Fund to the REC Center for the 2017 Easter Eaa Hunt and Craft Fair 2030 VISION STATEMENT This staff report supports the following City Council Goals • Goal #1 - Ensure Our Fiscal Viability, through the continuous monitoring of revenue receipts and expenditure disbursements against approved budget appropriations, and • Goal #4 — Develop and Implement Successful Partnerships through productive collaboration with community groups, youth programs and senior organizations BACKGROUND On June 23, 2015, City Council approved the use of $25,000 from the City's General Fund Reserve Balance, to establish a Community Benefits Fund (CBF), on August 11, 2015, City Council approved the CBF Program Guidelines, Application and authorized the City Manager to implement the program In FY2015-16, City Council approved 10 applications totaling $14,546 00 City Council has approved the Community Benefits Fund to continue in FY2016-17 with an adopted budget of $25,000 The Community Benefits Fund's purpose is to provide funding for local youth programs, community events, community fee waivers, and be used as an economic development tool for small business development in the City In the 2016-17 year, City Council has approved two applications and authorized the transfer of $5,000 from the Community Benefits Fund to fund the Holiday Tree Lighting Ceremony in December-2016 No Title Approved Amount 1 Terrace View Elementary PTA $671 11 2 Sycamore Mobile Home Park 2,00000 Packet Pg 197 1 Issue the City of Grand Terrace an invoice for the grant amount, 2 Complete a W-9 form for reporting purposes, 3 Submit receipts within 30 days of the event/activity showing that the funds provided were used for their original intent Attached is the REC Center's submitted application FISCAL IMPACT Funds in the amount of $25,000 have been approved for the program and established in the Community Benefits Fund (Fund 61) If approved, the table below will show the balances of each category remaining in the fund Fund Account Balance Proposed No No Account Title as of Grant Balance Feb-2017 Awards 61 461-100 Youth Programs $9,329 0 $9,329 61 461-200 Art, Business & $3,000 0 $3,000 Service Org 61 461-300 Community Waiver $5,000 (310) $4,690 Requests 61 461-400 Other Community $0 0 LO Grants — TOTAL ln,329 310 $17,019 ATTACHMENTS • CBF 2016-17-003 - the REC Center (PDF) APPROVALS Cynthia A Fortune Completed 03/06/2017 7 42 PM Finance Completed 03/06/2017 7 42 PM City Attorney Completed 03/07/2017 2 21 PM City Manager Completed 03/08/2017 3 26 PM City Council Pending 03/14/2017 6 00 PM Packet Pg 199 G8a CITY OF GRAND TERRACE COMMUNITY BENEFITS FUND (GT=CIBF) 17:___ PROJECT INFORMATION Project/Activity Title -- - Un% __ cj2 r—s a e i -�i i✓ w � ��. 3G �-1 a� � �U �-i� EAE;7 e� tz E JA L) ,JT Project/Activity Description r n- C C E: N3 E � Pr T FA`� W (description of event the organization is seeking N funding for) f Fl ZL. D tQ i Describe how the ` I-t � �F�S-rc � �-�� N l project/activity is for a pF iv tQ -o a 7- L { A-, public purpose and �S 5 l �, (� `�'- ' T 1 tZt G L c 0 benefits the residents and i HAS T o or community of Grand Terrace A' 0 \3 L T S . ❑ Youth ❑ Seniors ❑ Women ❑ Low- Project/Activity Target Income ❑ Businesses ❑ Disabled _ ❑ Yes iDTtntire Population I Persons Community Project/Activity Date 5 u cy �� i /k-F tZ Location of 6 Z Q_C_ H l LL-S S C)14 GH UCH N Project/Activity L 3 / ,4 fZ i o N 9-D, 6'ZA P ib Tt 1ZRAC — CA Detaileddescription of 1:) 1P- P (D5 Cr 1- o R t�_7G KJT Pc RZNI tT how the funds will be utilized Negative Impact should P-L) ►Q V S w ov L- IDC T I,� kj_ C(;;71\1 rtR. funding not be approved i Ne L-t t-k` TG C� FvN as o t= i FIG iZEc- Submit completed application to City of Grand Terrace City Manager's Office 22795 Barton Road Grand Terrace, CA 92313-5295 Attn G Harold Duffey Cav of Grand Terrace 22795 Barton Road Grand Terrace CA 92313-5295 xnvw srandterrace-ca Qov R M M T Packet Pg 201 MEETING DATE March 14, 2017 Council Item TITLE Modifications to the 2016/17 Budget to Reduce Overall Operational Costs for the City Manager and Finance Department PRESENTED BY G Harold Duffey, City Manager RECOMMENDATION 1 APPROVE NEW JOB CLASSIFICATION AND SET SALARIES FOR THE POSITIONS OF FINANCE MANAGER, BUDGET OFFICER, SENIOR MANAGEMENT ANALYST, AND ASSISTANT TO CITY MANAGER AND, 2 REVIEW RECOMMENDED STAFFING OPTIONS FOR THE FINANCE DEPARTMENT AND THE CITY MANAGER'S OFFICE AND APPROVE OF THE STAFFING LEVEL ALTERNATIVES IN THE STAFF REPORT FOR INCLUSION IN THE 2016/17 FISCAL YEAR BUDGET 2030 VISION STATEMENT This staff report supports Goal #1- Ensure Our Fiscal Viability by Exploring Creative Ways to Provide Services BACKGROUND On February 28, 2018, the City Manager informed Council of his desire to terminate the Wildan contract for financial services in 2017/18 budget year and provide financial services in house The City Manager also requested the Council approve new positions to reorganization the Finance and City Manager's Office, which would also result in an annual savings of approximately $17,000 The City Manager's effort to reorganize the Finance Department and City Manager's Office is based on the recent hiring of an Assistant City Manager (ACM) with strengths in Finance and Administration The ACM positon was originally request in the 2016/17 budget to lead the City's Economic Development program However, based on the skillset of our new staff, the City Manager proposed to reorganize and lead the economic development with assistance from an Assistant to the City Manager and provide a Finance Manager to run the daily operations of the Finance Department The Council denied the request and expressed concerns with the staffing positions and salary scale of the positions DISCUSSION Packet Pg 202 City Manager position is at -will and can lead a project or task and act as an assistant to any department within the organization The position can also be eliminated based on City and Administrative needs (Approximately $323,383) Alternative 4 Alternative 4 utilizes the Finance Manager position as lead of the Department, providing daily oversight of staff and functions of the Department The distinguishing difference between the Finance Director, Finance Manager and Sr Financial Analyst is the amount of oversight the ACM will need to exercise The Analyst will not be able to lead the Department and the Finance Director position is not necessary because of the ACM's experience as Finance Director This alternative adds and Office Specialist to support the second floor front counter and includes the Executive Assistant taking on more Economic Development and other City special projects (Approximately $318,073) Staff prepared an org chart to show the different characteristics of the alternatives (attachment II) All of the alternatives include the base operation of the finance department In addition, staff included a summary sheet and bar graph of the various costs associated with each alternative (attachment II) If Council wanted to support staffs Original Proposal, only one of the three prevailing no votes from the February 28, 2014 meeting (Councilman Hussey, Reinarz and Mayor Pro Tern Robles) can make that motion The premise of this reorganization is to reduce our exposure and provide financial services to the city in a more efficient manner While this staff report proposes changes to the operation of Finance and the City Manages' office, if neither of the reorganization alternatives is approved by the Council, the city will still be able to provide it core services to the community The reorganization is a chance to adjust our operations based on our talent pool However, at a minimum staff is recommending the Council approve all of the new job classifications and salary ranges in recommendation 1 (attachment III) There is no fiscal impact, but it completes the classification series for analysts and the Finance Department FISCAL IMPACT There will be no negative fiscal impact on the General Fund as a result of City Council approving staffs recommendation The General Fund will see an overall savings if this action is approved by City Council ATTACHMENTS • Attachment 1-Reorganization Chart (PDF) • Attachment 2-Asst to the City Mgr Pos Desc 02-22-17 (PDF) • Attachment 3-All Salary Descriptions (PDF) • Attachment 4-CMS Recommendations (PDF) • Attachment 5-Resolution Amending the 2016-17 Adopted Budget Position Authority (DOCX) • Attachment 6-Resolution Establishing New Salary Ranges (DOCX) Packet Pg 204 Costs of Reorganization Options $347,640 $350,000 $340,000 $330,000 $320,000 $310,000 i= $300,000 $250,000 $2i0,000 $270,000 $260,000 Original Recommendation (Finance Manager and Assit To CM) Alternative I (with Budget Officer and Sr. Management Analyst) Alternative 2 (Budget Officer and Exec. Assist) Alternative 3 (Budget Officer and Assistant to City Manager) Alternative 4 (Finance Manager and Executive Assist ) $323,377 $323,383 $318,073 $293,816 Total $347,640 $323,377 $293,816 $323,383 $318,073 G9b Assistant to the Cit anager vs E ecutive Assistant Assistant to the City Manager Executive Assistant (Range $33 41 - $40 61) (Range $22 61 - $27 48) 1 Lead, coordinate, and implement economic 1 Provides administrative support to development programs, strategies, and designated executives, staff, and elected initiatives that promote business attraction, officials, acts as staff liaison to City expansion, and retention Manager and City Council in screening visitors, answering callers, handling complaints, and directing others to appropriate parties 2 Work with City departments to facilitate 2 Schedules appointments and meetings for permit processing of key development the City Manager and City Council, and projects and programs, provide information arranges for travel or staff attendance at and advice on subjects related to City conferences, workshops, and professional business development, including insurance functions and legal requirements, marketing methods, licensing and permit procedures, local financing, and available City programs 3 Serve the business community by facilitating 13 Prepares the City Council Master local business use of City resources, thereby Calendar, coordinates all monthly events aiding business retention, create and pertaining to official city business and coordinate community -based business community events seminars, and provide guidance through the City's permit and license processes, may act as ombudsman to business representatives given problems or concerns 4 Foster and maintain positive and productive 4 Prepares detailed and confidential relationships and represent the City in correspondence and reports, develops economic development matters with the local forms, informational materials and and regional business community, Chamber specialized documents from drafts, notes, of Commerce, financial institutions, and or brief instructions, proofreads materials Employment Development Department to for accuracy, completeness and facilitate relationships with other agencies, compliance with City policies and identify sources of funding and staffing 5 Attend meetings, solicit feedback, and make 5 Assists in research and preparation of presentations to a wide range of community responses to questions and complaints groups, businesses, City representatives and that go directly to the City Manager, City officials, organize and present prepares correspondence for the City community outreach programs Manager, Mayor, and City Council 6 Prepare reports and make presentations to 6 Assists the City Clerk with the compilation the City Manager, City Council, and other of City Council agenda packets and the committees and community organizations, preparation and dissemination of City research and respond to requests for Council agenda as well as clerical and information, ensure timely actions on recordkeeping support directives and initiatives M 2 Packet Pg 208 G9b Finance Positions evels of ervice Description Finance Finance Budget Director Manager Officer Range Range Range (R38) (R33) (R29) $49 - $60 $39 - $48 $32 - $38 12 Reviews all City Council and Committee reports for fiscal impact at department and City levels 13 Represents the department at City Council meetings and , other gatherings, presents complex financial reports and recommendations, and responds to inquiries , 14 Oversees capital asset management, including identification, accounting, and depreciation of qualifying capital asset expenditures, land held for resale, infrastructure, building and improvement records and depreciation schedules, updates construction in progress and capital asset and subsidiary schedules 15 Serves as the City's Purchasing Agent, reviews and i approves all department purchases and contracts, processes and monitors approved purchase orders, reviews pricing with vendors, and maintains required signature forms 16 Analyzes and maintains general ledger for all funds and µ approves journal entries and budget transfers, reconciles balance sheet accounts, cash investment asset accounts, accounts receivables, unearned and deferred revenues, transfers, advances, pre -paid expenses, and developer deposits N a+ y O U m c 0 w d c. 0 R L O d Q d of 0 0 0) V 3 m 0 N d s 0 Nl c 0 w m v w 0 2 0 v N c 0 N_ d N N N O V fA N CI fA O a L G U d t .r Packet Pg 210 G9c E ENTIA D TIE AND RE PON I I ITIE continued 4 Facilitate interactions and cultivate relationships between the business community and City service providers by working closely with business owners, community groups, and government officials, attend Chamber of Commerce meetings and business events 5 Research and track economic data and trends in order to present information regarding business opportunities, analyze data and prepare reports, seek out and secure funding from State and federal sources, and secure planning support for economic development projects 6 Foster and maintain positive and productive relationships and represent the City in economic development matters with the local and regional business community, Chamber of Commerce, financial institutions, and Employment Development Department to facilitate relationships with other agencies, and identify sources of funding and staffing 7 Identify and secure potential economic development participants, including businesses, developers, contractors, lenders and others in potential economic development projects, represent the City with developers, brokers, financial institutions, governmental entities and other participants in negotiations on economic development projects 8 Attend meetings, solicit feedback, and make presentations to a wide range of community groups, businesses, City representatives and City officials, organize and present community outreach programs o 9 Develop, propose, and direct economic development plans to retain, enhance and N expand City retail, professional office, commercial, and industrial development 10 Identify and secure opportunities to stimulate development and partner the City/Agency financial resources with private, County, State and/or federal grant or loan funds 11 Prepare reports and make presentations to the City Manager, City Council, and other committees and community organizations, research and respond to requests for information, ensure timely actions on directives and initiatives A IFICATION G IDE INE no ledge of Theories and practices of economic development, redevelopment/successor agency finance, and local government services, applicable federal, State, and local laws, codes d and ordinances, and rules and regulations, principles of effective public relations in working with City Council, civic and business groups, media, and the general public, grants administration, including acquisition, implementation, and monitoring processes, a techniques for effectively representing the City in contracts with governmental agencies, community groups, and other interested parties L 0 R w a Assistant to the City Manager Page 2/4 Packet Pg 212 G9c Sensory demands include the ability to see, talk, and hear, and use electronic touch keypads IA ental Demands 0 While performing the duties of this class, the employee is regularly required to use oral and written communication skills, read and interpret data, thoroughly analyze and solve c. problems, exercise sound Judgment in the absence of specific guidelines, use math and o mathematical reasoning, establish priorities and work on multiple assignments and L projects concurrently, meet intense and changing deadlines given interruptions, and interact appropriately with staff, management, City officials, media, contractors, community groups, other public agencies, vendors, consultants, public and private representatives, and others in the course of work, including resolving conflict situations IX r OR ENVIRON ENT -0 The employee frequently works in an office environment with controlled temperature m' settings The noise level is moderate, typically below 70 decibels �o 0 N d .c 0 U) c 0 r cc 0 w 0 2 Assistant to the City Manager Page 4/4 Packet Pg 214 G 9�c E ENTIA F NCTION continued 4 Manages the City-wide budget process on behalf of the City Manager's Office, works closely with departments in the development of budgets, participates in the forecast of revenues, monitors expenditures, implements adjustments, calculates the available resources of departments for budgeting purposes, provides technical assistance and consultation to City departments in response to budget questions and issues 5 Serves as the City's Purchasing Agent, reviews and approves all department purchases and contracts, processes and monitors approved purchase orders, reviews pricing with vendors, and maintains required signature forms 6 Analyzes and maintains general ledger for all funds and approves journal entries and budget transfers, reconciles balance sheet accounts, cash investment asset accounts, accounts receivables, unearned and deferred revenues, transfers, advances, pre -paid expenses, and developer deposits 7 Oversees capital asset management, including identification, accounting, and depreciation of qualifying capital asset expenditures, land held for resale, infrastructure, building and improvement records and depreciation schedules, updates construction in progress and capital asset and subsidiary schedules 8 Administers and oversees the financial requirements of grants and special revenues, monitors accounting and reporting mandates, works with outside agencies and departments in fulfilling grant reporting requirements, audits the financial records of departments, notes discrepancies and proposes recommendations to correct them 9 Coordinates the annual financial audit, as well as supplemental special audits Works closely with Director and independent auditors in preparing for and managing the entire audit process, prepares and provides required schedules and documentation, answers questions concerning financial records and accounting practices, ensures audits are completed in a timely manner 10 Participates in the planning of goals and objectives of subordinate staff 11 Perform or assist with special projects, research, financial studies and analyses, as requested 12 Provides staff support to the Finance Director, participates on a variety of committees, prepares staff reports and other necessary correspondence Finance Manager Page 2/4 Packet Pg 216 G9c P Y ICA AND ENTA DE AND The physical and mental demands described here are representative of those that must be met by employees to successfully perform the essential functions of this class Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions Ph sical Demands While performing the duties of this class, the employee is constantly required to sit, and occasionally to stand and walk Finger dexterity and light grasping is required to handle, feel, or operate computer hardware and standard office equipment, and reach with hands and arms above and below shoulder level The employee occasionally bends, stoops, lifts, and carries records and documents, typically weighing less than 20 pounds Sensory demands include the ability to see, talk, and hear, and use electronic touch keypads ental Demands While performing the duties of this class, the employee is regularly required to use oral and written communication skills, read and interpret data, thoroughly analyze and solve problems, use math and mathematical reasoning, establish priorities, work on multiple assignments and projects concurrently, and meet deadlines, and interact appropriately with staff, management, contractors, vendors, auditors, and others in the course of work OR ENVIRON ENT The employee frequently works in office conditions with controlled temperature settings The noise level is moderate, typically below 70 decibels The employee occasionally drives in traffic to deliver accounting documents and attend accounting meetings and workshops Finance Manager Page 4/4 Packet Pg 218 G9c E ENTIA F NCTION continued 5 Reconciles balance sheet accounts, cash investment asset accounts, accounts receivables, unearned and deferred revenues, transfers, advances, pre -paid expenses, and developer deposits 6 Administers and oversees the financial requirements of grants and special revenues, monitors accounting and reporting mandates, works with outside agencies and departments in fulfilling grant reporting requirements, audits the financial records of departments, notes discrepancies and proposes recommendations to correct them 7 Coordinates the annual financial audit and completes a variety of internal controls audits in a timely and complete manner 8 Compiles key elements of the Comprehensive Annual Financial Report for review by financial management personnel 9 Prepares and provides required schedules and documentation, answers questions concerning financial records and accounting practices - 10 Prepares staff reports, correspondence, and detail exhibits and provides administrative support for the department director A IFICATION G IDE INE N no ledge of r Municipal Code and Government Code as applied to City financial policies and practices, Generally Accepted Accounting Principles (GAAP), Governmental Accounting, Auditing, and Financial Reporting (GAAFAR), and related circulars, State financial reporting requirements, principles of public finance administration, municipal budgeting practices, general and fund accounting, taxation, and revenue forecasting and management practices, cash management, internal auditing and control procedures A alit to Conduct complex financial and accounting analyses, identify accounting problems, suggest a and implement solutions, interpret and apply related regulations and guidelines, analyze M data and draw logical conclusions, prepare and maintain accurate financial records and reports, maintain ledgers and journals, lead projects, communicate effectively, both orally s and in writing, establish and maintain effective interactions with staff, management, auditors, contractors, vendors, and other public and private representatives, operate computer hardware and modern office equipment, use spreadsheet, database, word processing, and specialized accounting software programs s 0 m .r w Q Budget Officer Page 2/4 Packet Pg 220 G9c OR ENVIRON ENT The employee frequently works in office conditions with controlled temperature settings The noise level is moderate, typically below 70 decibels The employee occasionally drives in traffic to deliver accounting documents and attend accounting meetings and workshops Budget Officer Page 4/4 Packet Pg 222 G9c E ENTIA F NCTION continued 5 Conducts general and advanced research using a variety of resources, prepares findings and recommendations, conducts surveys and studies, and writes statistical and narrative reports 6 Writes, reviews, and edits City Council agenda reports, ordinances, resolutions, contract agreements, memorandums, and general correspondence 7 Conducts general and advanced research using a variety of resources, prepares findings and recommendations, conducts surveys and studies, and writes statistical and narrative reports 8 Administers grant applications and programs in accordance with budget and performance reporting requirements, prepares reports for submission to grantor and/or other regulatory agencies, ensures that all funds due and expenditure transactions are executed on a timely basis and properly recorded 9 Investigates resident, patron, business, and vendor related complaints and issues, creates and updates web based announcements and social and media communications, prepares marketing based communications in consideration of the City's strategic plan and City Council and City Manager initiatives 10 Serves as departmental or City representative in interdepartmental, community, regional, and professional meetings 11 Organizes, coordinates, and leads projects, sets project goals and timelines, assigns and prioritizes tasks, and reviews work, presents results to City Council, City Manager, commissions, and other organizations and interested parties 12 Performs legislative, program, capital, and operational analyses, originates programs that consider feasibility, use, and cost, and demonstrate return on City assets and investment 13 Lead, coordinate, and Implement economic development programs, strategies, and Initiatives that promote business attraction, expansion, and retention, work with City departments to facilitate permit processing of key development projects and programs, provide information and advice on subjects related to City business development, including insurance and legal requirements, marketing methods, licensing and permit procedures, local financing, and available City programs 14 Serve the business community by facilitating local business use of City resources, thereby aiding business retention, create and coordinate community -based business seminars, and provide guidance through the City's permit and license processes, may act as ombudsman to business representatives given problems or concerns Senior Management Analyst Page 2/4 Packet Pg 224 G9c P Y ICA AND ENTA, DE AND The physical and mental demands described here are representative of those that must be met by employees to successfully perform the essential functions of this class Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions Ph sical Demands While performing the duties of this class, the employee is constantly required to sit, and occasionally to stand and walk Finger dexterity and light grasping is required to handle, feel, or operate computer hardware and standard office equipment, and reach with hands and arms above and below shoulder level The employee occasionally bends, stoops, lifts, and carries records and documents, typically weighing less than 25 pounds Sensory demands include the ability to see, talk, and hear, and use electronic touch keypads ental Demands While performing the duties of this class, the employee is regularly required to use oral and written communication skills, read and interpret data, thoroughly analyze and solve problems, exercise sound judgment in the absence of specific guidelines, use math and mathematical reasoning, establish priorities and work on multiple assignments and projects concurrently, meet intense and changing deadlines given interruptions, and interact appropriately with staff, management, City officials, media, contractors, community groups, other public agencies, vendors, consultants, public and private representatives, and others in the course of work, including resolving conflict situations The employee frequently works in an office environment with controlled temperature settings The noise level is moderate, typically below 70 decibels Senior Management Analyst Page 4/4 Packet Pg 226 City of Grand Terrace Job Analysis & Compensation Report CMS 02-22-17 The Consultant has worked with the City to prepare new class specifications for the following two positions, and subject to further review by the City Manager and department head • udget Officer • enior anagement Anal st As part of the analysis, the Consultant has studied compensation survey data that is consistent with the City's labor market definition established in the City-wide Compensation Study in 2014 The City's job evaluation factors, internal salary relationships, and salary schedule were also considered as part of the analysis and include job impact, scope of responsibility, decision -making, knowledge, skills, interpersonal communications, and supervision exercised and received The proposed range assignments are designed to achieve internal pay equity and - market competitiveness based on the City's target position The simulated rate range 0 values below should be added to the City's payroll table The Budget Officer would have the most specialized professional knowledge and higher impact fiscal impact so would be r placed above the Senior Management Analyst The proposed grade for the Senior Management Analyst would maintain the proper differential with the Management Analyst r Appropriate pay grade differentials would be maintained with higher management level o classifications in the City's pay structure Consultant's Recommendation ased on arket Target Position The Consultant's recommendations are based on the City's target market position at the 25th percentile of the marketplace based on the methodology established in 2015 E s r r Q CMS Page 2 Packet Pg 228 G9e PASSED, APPROVED AND ADOPTED by the City Council of Grand Terrace at a regular meeting held on the 14th day of March, 2017 by the following vote Mayor of the City of Grand Terrace and the City Council thereof ATTEST City Clerk of the City of Grand Terrace 2 0 v N a Packets Pg 230 N O 9) -0 0 0 cn a 0 0 D c 0 D v m J G) w M Attachment Attachment 5-Resolution Amending the 2016-17 Adopted Budget Position Authority [Revision 1] (2140 Modifications to the G9e City of Grand Terrace FY 2016-17 Proposed Summary of Positions 2016-17 { 2016-17 2016-17 Position Adopted Proposed Revised Variance Annual Minimum Annual Maximum Revisions % 29 Planning Technician - - - $40 630 $49 386 30 Planning & 1 Development Svcs Dir 1 0 - 1 0 0 00% $113 196 $137 590 31 Principal Accountant - - - $60 026 $72 962 32 Public Works Director 1 0 - 1 0 0 00% $124 798 $151 693 Senior Finance { 33 Technician - - - $42 656 $51 849 Senior M 34 anagement � ' � k- - Analyst E y T 1 0 1 © 100 00% $60 026 $,T,962 35 Senior Civil Engineer - - $84 468 $102 671 Sr Code Enforcement 36 Officer _ 1 0 - _ 1 0"11 37s Budget Officers �44 3r� 1 1 0 $51,848 $63,021 66 178 $8© 44;0 38 Bus Driver 05 0 5 0 00% 22 00% $38 688 $38 688 Total 18.0 _ 4.0 _ 22.0 Child Care Services , 2016-17 2016--17 Proposed Revisions 2016_-1_7 Position Adopted Revised 1 0 Variance Annual Minimum Annual Maximum { %° 1 0 00% 1 Child Care Services Director 1 0 - $53 768 $69 888 2 Assistant Child Care Director 1 0 - 1 0 0 00% $42,182 1 $52 728 3 { Lead Teacher 275 - 28 0 00% i�$32 448 4 Teacher 800 - 80 ' 0 00% $24 960 $31,200 5 Teacher (0 81) (3) 243 - 2 4 0 00% 6 Teacher (P/T 0 50) (2) 1 0 - 1 0 0 00% $24 960 $31 200 7 Teaching Assistant - - - $20 800 $22 880 8 Teaching Assistant (P/T) (1) 0 5 I - 0 5 i i 0 00% $20 800 $22,880 9 Substitute Teacher (P/T) (4) 2 0 1 - 2 0 ' 0 00% $24 960 $31 200 j 10 I Cook 1 0 - 1 0 1 0 00% 0 00% $24 960 $31 200 Total :��9.68 1968 2 0 N T c N d r 0 t 3 Q c O N 0 IL r m m m o- 0 �Q ti 0 N m a� c c d Q w a Packet Pg 334 G9f I, CYNTHIA A FORTUNE, Deputy City Clerk of the City of Grand certify that the foregoing Resolution was introduced and adopted at the City Council of the City of Grand Terrace held on the 14th day the following vote AYES NOES ABSENT ABSTAIN Cynthia A Fortune, Deputy City Clerk APPROVED AS TO FORM Richard L Adams II City Attorney Terrace, do hereby a regular meeting of of March, 2017 by m m 2 Packet Pg 236 G9f City of Grand Terrace Classification and Salary Range Schedule HOURLY CLASSIFICATION GRADE II Step��` Step Step —� Step I _ Step Intern i'—A B C I D E 1R 0 $12 5896 $13 2191 $13 8801 $14 5741 $15 3028 _ Office Assistant R11 $13 2209^ $13 8819 $14 5760 $15 3048 $16 0701 Maintenance Worker I R13 $14 5737 $15 3023 I $16 0675 I $16 8708 $17 7144 Office Specialist R13 ' $14 5737 $15 30231 $1 6 $16 8708 i $17 7144 t Maintenance Worker II T R15 ( $16 0707 $16 8742 $17 7180 _ $18 6038 T $19 53407 Bus Driver R15 $16 0707 I $16 8742 $17 7180 I $18 6038 $19 5340� Finance Technician R17 { $17 7211 j $18 6071 $19 5375 $20 5143 $21 540171 Department Secretary' R18 $18 6049 $19 5351 $20 5119 $21 5375 i $22 6143 Maintenance Crew Lead + R19 $19 5338 $20 5104 $21 5360 2 6128 $23 743411 i Planning Technician i R19 $1 3359 8 $20 5104 _ $_21 5360 $22 6128 $23 7434 Human Resources Technician R20 j $20 5077 $21 5331 $22 6098 $23 7403 $24 9273 1 Sr Technician R20 i $20 5077 $21 5331 $22 6098 $23 7403 i $24 9273 �C —Finance _ Building Permit Technician R21 $21 5358� $22 6126 Code Enforcement Specialist n R21 —I $21 5358 $22 6126 1--_l $23 743 23 7432n 422 9304 ' $24 9304 $26 1769 $26 1769 —__�_�——__—_—' _ �__ _ ___-- _t_j_ Executive Assistant R22 $22 6090 $23 7395 _ $24 9264 1728 I — i $26 $27 4814 Assistant Planner I R23 $23 7394 $24 9264 $26 1727 I $27 4813 $28 8554 1 ---�--— ---- F aril ncial Analyst R24 $24 9267 $26 1731 — $27 4817 a $28 8558 $30 2986 Human Resources Analyst R24 $24 9267 $26 1731 i $27 4817 $28 8558 I $30 2986 Management Analyst R24 $24 9267 $26 1731 $27 4817 $27 4817 11 $28 8558 $30 2 6 1;28 8558 $30 2986 i Senior Code Enforcement i 1 �i Officer-- i R24 $24 9267 ! $26 1731 Associate Planner i R26 $27 4817 $28 8557 _ $30 2985 $31 8134 $33 4041 Accountant R27 88587$30 3017 I Budget R27 �$'3�0'�3'0'1`7 $31 8167$334Principal $35 0780 Officer ! $28 8587 $31r 8A16r7 $33 4076_ $35 0780 Senior Management An, stL� R29 r $31 8167 $33 4076 nnn��+ N T3$35�0780 n $36 8319 �s $38 6735 inn Senior Planner R29 $31 8167 I $33 4076 ' $35 0780 I $36 8319 ; $38 6735 Assistant to the City Manager n R30 4 $33 4096 $35 0801 $36 8341 $38 6758 $40 6096 I Budding Official i R32 i $36 8310 ( $� 38 6725 1 $� 40 6041 $42 6364 j $44 7683 City Clerk R33 i $38 6707 $40 6042 $42 6344 $44 766-2 j— $47 0045 j Finance Manager R33 $38 6707 $40 6042' $42 6344 $44 7662 $47 0045 Senior Civil Engineer R34 $40 6096 $42 6401 { $44 7721 � $47 0107 $49 3613 (( Finance Director R38 $49 3574 j $51 8253 5n 4166 $57 1374 $59 9943 Planning & Development Svcs 4Ri 0 ( $54 4209 — $57 1419 $59 9990 i $62 9990 I $66 1489 Dir Community Development Dir _ 1 R42 ; $59 9991 $62 9991 $66 1490 $69 4565 f $72 9293 Public Works Director R42 !' $59 9991 ; $62 9991 i $66 1490 { $69 4565 $72 9293 1 j Assistant City Manager I R43 $62 9932 I $66 1429 $69 4500� $72 9225 j $76 5686 E 0 c 0 N adi w m a� c 0 R d z c .c M .c c� N w c 0 n 0 fA 0 c m s 0 �a Q c m E s U Q Packet Pg 238