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10/25/2016CITY OF GRAND TERRACE CITY COUNCIL AGENDA ● OCTOBER 25, 2016 Council Chambers Regular Meeting 6:00 PM Grand Terrace Civic Center ● 22795 Barton Road City of Grand Terrace Page 1 The City of Grand Terrace complies with the Americans with Disabilities Act of 1990. If you require special assistance to participate in this meeting, please call the City Clerk’s office at (909) 824-6621 at least 48 hours prior to the meeting. If you desire to address the City Council during the meeting, please complete a Request to Speak Form available at the entrance and present it to the City Clerk. Speakers will be called upon by the Mayor at the appropriate time. Any documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection in the City Clerk’s office at City Hall located at 22795 Barton Road during normal business hours. In addition, such documents will be posted on the City’s website at www.grandterrace-ca.gov <http://www.grandterrace-ca.gov> CALL TO ORDER Convene City Council INVOCATION PLEDGE OF ALLEGIANCE ROLL CALL Attendee Name Present Absent Late Arrived Mayor Darcy McNaboe    Mayor Pro Tem Sylvia Robles    Council Member Jackie Mitchell    Council Member Doug Wilson    Council Member Bill Hussey    A. SPECIAL PRESENTATIONS San Bernardino County Sheriff's Department 1st Quarter (January - March) Statistics and 2nd Quarter (April - June) Statistics Reports - Lt. Wolfe Agenda Grand Terrace City Council October 25, 2016 City of Grand Terrace Page 2 B. CONSENT CALENDAR The following Consent Calendar items are expected to be routine and noncontroversial. They will be acted upon by the City Council at one time without discussion. Any Council Member, Staff Member, or Citizen may request removal of an item from the Consent calendar for discussion. 1. Waive Full Reading of Ordinances on Agenda DEPARTMENT: CITY CLERK 2. Approval of Minutes – Regular Meeting – 10/11/2016 DEPARTMENT: CITY CLERK 3. Monthly Financial Report for August 2016 RECOMMENDATION: Receive and file the Monthly Financial Report for the period ending August 31, 2016. DEPARTMENT: FINANCE 4. Monthly Business License Report for August 2016 RECOMMENDATION: Receive and file the Monthly Business License Report for the period ending August 31, 2016. DEPARTMENT: FINANCE 5. Authority to Apply for Grant from CalRecycle Rubberized Pavement Grant Program RECOMMENDATION: Approve a Resolution Authorizing Submittal of Application for all CalRecycle Grants for Which the City of Grand Terrace is Eligible. DEPARTMENT: PUBLIC WORKS 6. Appointments to the Volunteer Emergency Operations Committee RECOMMENDATION: 1. Re-appoint Paul Tickner and Vic Phennighausen to new four-year voting member positions with terms expiring on June 30, 2022; and 2. Re-appoint Pete Parsons to a new four-year alternate member position with a term expiring on June 30, 2022. DEPARTMENT: PLANNING & DEVELOPMENT SERVICES Agenda Grand Terrace City Council October 25, 2016 City of Grand Terrace Page 3 7. Amendment to CalPERS Health Contract for City Hall Employees RECOMMENDATION: Adopt A RESOLUTION OF THE CITY COUNCIL FIXING THE EMPLOYER CONTRIBUTION AT UNEQUAL AMOUNTS FOR EMPLOYEES AND ANNUITANTS UNDER THE PUBLIC EMPLOYEES’ MEDICAL AND HOSPITAL CARE ACT WITH RESPECT TO A RECOGNIZED EMPLOYEE ORGANIZATION DEPARTMENT: CITY MANAGER C. PUBLIC COMMENT This is the opportunity for members of the public to comment on any items not appearing on the regular agenda. Because of restrictions contained in California Law, the City Council may not discuss or act on any item not on the agenda, but may briefly respond to statements made or ask a question for clarification. The Mayor may also request a brief response from staff to questions raised during public comment or may request a matter be agendized for a future meeting. D. CITY COUNCIL COMMUNICATIONS Council Member Bill Hussey Council Member Doug Wilson Council Member Jackie Mitchell Mayor Pro Tem Sylvia Robles Mayor Darcy McNaboe E. PUBLIC HEARINGS To speak on Public Hearing Items, please fill out a Request to Speak Form and give it to the City Clerk. Each person will be allowed 3 minutes to address the City Council. If you challenge in court any action taken concerning a Public Hearing item, you may be limited to raising only those issues you, or someone else, raised at the Public Hearing described in this notice or in written correspondence delivered to the City at, or prior to, the Public Hearing. 8. Zoning Code Amendment 16-03; an Ordinance Repealing and Replacing in Its Entirety Chapter 18.91 (Marijuana Regulations) of Title 18 of the Grand Terrace Municipal Code RECOMMENDATION: 1. Conduct a public hearing; Agenda Grand Terrace City Council October 25, 2016 City of Grand Terrace Page 4 2. Read by title only, waive further reading and Introduce an ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GRAND TERRACE, CALIFORNIA, DETERMINING THIS AMENDMENT IS EXEMPT PURSUANT TO SECTION 15061(b)(3) OF THE CALIFORNIA ENVIRONMENTAL QUALITY ACT AND AMENDING THE GRAND TERRACE MUNICIPAL CODE BY REPEALING AND REPLACING IN ITS ENTIRETY CHAPTER 18.91 (MARIJUANA REGULATIONS) OF TITLE 18 RELATING TO MARIJUANA ACTIVITY; and 3. Read by title only, waive further reading and Adopt an URGENCY ORDINANCE OF THE CITY OF GRAND TERRACE PURSUANT TO GOVERNMENT CODE SECTION 36937 DETERMINING THIS AMENDMENT EXEMPT PURSUANT TO SECTION 15061(b)(3) OF THE CALIFORNIA ENVIRONMENTAL QUALITY ACT AND AMENDING THE GRAND TERRACE MUNICIPAL CODE BY REPEALING AND REPLACING IN ITS ENTIRETY CHAPTER 18.91 (MARIJUANA REGULATIONS) RELATING TO MARIJUANA ACTIVITY FOR THE IMMEDIATE PRESERVATION OF THE PUBLIC PEACE, HEALTH AND SAFETY DEPARTMENT: PLANNING & DEVELOPMENT SERVICES F. UNFINISHED BUSINESS G. NEW BUSINESS 9. Award of October 2016 Community Benefit Funds RECOMMENDATION: Approve the award of $2,000 from the City’s Community Benefits Fund to the Sycamore Mobile Park Home Park for the Beautification Project in the public right-of-way in the Park’s front entrance. DEPARTMENT: FINANCE 10. Formation of the Landscape & Lighting Assessment District 89-1, Annexation #3, Engineer’s Report, and Levy of Assessment RECOMMENDATION: 1. Adopt A RESOLUTION OF THE CITY COUNCIL OF THE CITY INITIATING PROCEEDINGS FOR AN ANNEXATION OF TERRITORY INTO THE 89-1 LANDSCAPING AND LIGHTING ASSESSMENT DISTRICT; 2. Receive and approve the engineer's report. 3. Receive and approve the Landowner’s consent. 4. Adopt A RESOLUTION OF THE CITY COUNCIL DECLARING ITS INTENTION TO Agenda Grand Terrace City Council October 25, 2016 City of Grand Terrace Page 5 ANNEX TERRITORY INTO THE 89-1 LIGHTING AND LANDSCAPING ASSESSMENT DISTRICT, ORDERING IMPROVEMENTS, AND DECLARING THE RIGHT TO LEVY AND COLLECT ASSESSMENTS, PURSUANT TO THE PROVISIONS OF DIVISION 15, PART 2 OF THE STREETS AND HIGHWAYS CODE OF THE STATE OF CALIFORNIA DEPARTMENT: PUBLIC WORKS 11. Emergency Operations: Assessment Report and Emergency Operations Plan RECOMMENDATION: Staff Recommends that the City Council Receive and File the Report DEPARTMENT: PLANNING & DEVELOPMENT SERVICES 12. Award of Contract for Tree Trimming Services RECOMMENDATION: 1. Award a Contractor Agreement to West Coast Arborists, Inc. for Tree Trimming Services 2. Authorize City Manager to execute the Contract DEPARTMENT: PUBLIC WORKS H. CITY MANAGER COMMUNICATIONS I. CLOSED SESSION - NONE ADJOURN The Next Regular City Council Meeting will be held on Tuesday, November 15, 2016 at 6:00 p.m. Agenda item requests must be submitted in writing to the City Clerk’s office no later than 14 calendar days preceding the meeting. This page left intentionally blank. CITY OF GRAND TERRACE CITY COUNCIL MINUTES ● OCTOBER 11, 2016 Council Chambers Regular Meeting 6:00 PM Grand Terrace Civic Center ● 22795 Barton Road City of Grand Terrace Page 1 CALL TO ORDER Mayor McNaboe called the meeting to order at 6:00 p.m. Invocation was given by Council Member Wilson. Pledge of Allegiance was led by Battalion Chief Wooters. ROLL CALL Attendee Name Title Status Arrived Darcy McNaboe Mayor Present Sylvia Robles Mayor Pro Tem Present Jackie Mitchell Council Member Present Doug Wilson Council Member Present Bill Hussey Council Member Present G. Harold Duffey City Manager Present Pat Jacquez-Nares City Clerk Present Richard Adams City Attorney Present Linda Phillips Child Care Present Yanni Demitri Public Works Director Present Cynthia Fortune Finance Director Present Sandra Molina Planning & Development Services Director Present Doug Wolfe Lieutenant Present Dan Wooters Battalion Chief Present A. SPECIAL PRESENTATIONS - NONE B. CONSENT CALENDAR City Manager Duffey requested the removal item number four for separate discussion. APPROVE CONSENT CALENDAR ITEMS 1 THROUGH 3 AND 5. RESULT: APPROVED [UNANIMOUS] MOVER: Jackie Mitchell, Council Member SECONDER: Sylvia Robles, Mayor Pro Tem AYES: McNaboe, Robles, Mitchell, Wilson, Hussey 2 Packet Pg. 6 Mi n u t e s A c c e p t a n c e : M i n u t e s o f O c t 1 1 , 2 0 1 6 6 : 0 0 P M ( C o n s e n t C a l e n d a r ) Minutes Grand Terrace City Council October 11, 2016 City of Grand Terrace Page 2 1. Waive Full Reading of Ordinances on Agenda WAIVED FULL READING OF ALL ORDINANCES ON THE AGENDA 2. Approval of Minutes – Regular Meeting – 09/13/2016 APPROVED THE MINUTES OF THE 09/13/2016 REGULAR MEETING 3. Approval of Check Register No. 09302016 in the Amount of $1,236,453.86 APPROVED CHECK REGISTER NO. 09302016 IN THE AMOUNT $1,236,453.86, AS SUBMITTED, WHICH INCLUDES THE CHECK REGISTER ACCOUNT INDEX FOR FISCAL YEAR 2016-17. ITEM WAS REMOVED FOR SEPARATE DISCUSSION 4. Approve the contract extension with ProGreen Building for Pre-School Cleaning Services City Manager Duffey presented the amended agreement. City Attorney Adams stated the changes made to the scope of work for the amendment. APPROVE THE PROGREEN BUILDING CONTRACT EXTENSION FOR FY 2016- 2017 FOR PRE-SCHOOL CLEANING SERVICES IN THE AMOUNT NOT TO EXCEED $12,240. AS AMENDED RESULT: APPROVED [UNANIMOUS] MOVER: Jackie Mitchell, Council Member SECONDER: Sylvia Robles, Mayor Pro Tem AYES: McNaboe, Robles, Mitchell, Wilson, Hussey 5. Freeway Maintenance Agreement with Caltrans ADOPTED RESOLUTION NO. 2016-40, A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GRAND TERRACE, CA AUTHORIZING ENTERING INTO A MAINTENANCE AGREEMENT WITH CALTRANS C. PUBLIC COMMENT Jeff McConnell, Grand Terrace resident, announced the Lion's Club Pancake Breakfast on October 16, 2016 from 7:00 a.m. to 11:00 a.m. Serving Those Who Serve - All First Responders and Members of Active Military (all branches) in uniform will eat courtesy of GT Lions. 2 Packet Pg. 7 Mi n u t e s A c c e p t a n c e : M i n u t e s o f O c t 1 1 , 2 0 1 6 6 : 0 0 P M ( C o n s e n t C a l e n d a r ) Minutes Grand Terrace City Council October 11, 2016 City of Grand Terrace Page 3 D. CITY COUNCIL COMMUNICATIONS Council Member Bill Hussey Council Member Hussey thanked everyone in the audience for attending the meeting. He stated that he asked City Manager Duffey if the City could have a pet shot clinic. He reported that he attended the League of California Cities Annual Conference in Long Beach. Council Member Hussey briefly reported on the various sessions he attended. Council Member Doug Wilson Council Member Wilson had no items to report at this time. Council Member Jackie Mitchell Council Member Mitchell reported that she attended the San Bernardino Gang and Drug Taskforce meeting and summarized the meeting items. She has purchased her Breakfast tickets and stated her appreciation of the Lion's Club efforts in the community. Council Member Mitchell suggested that the time for the pet clinic be split between large and small dogs. She thanked Mayor Pro Tem Robles for attending and being the voting delegate at the League of California Cities Annual Conference. Mayor Pro Tem Sylvia Robles Mayor Pro Tem Robles reported on the Omnitrans meeting she attended on September 30, 2016 where the Sbx route stops were discussed. She also reported on the various sessions she attended at the League of California Cities Annual Conference. Mayor Pro Tem Robles requested that City staff provide a retail pop-up. Mayor Darcy McNaboe Mayor McNaboe provided a written summary of her report as follows: SANBAG - Board Meeting - October 5, 2016 Consent - Project Delivery • Approve authorization of additional $2 million in Measure I Cajon Pass fund expenditure authority for final right of way settlements for the 1-15/1-215 Devore Interchange Project Consent - Sub-Regional Planning • Receive and file the presentation from the Mojave Desert Air Quality Management District. Consent - Transit/Rail • Approved the Project Development Cooperative Agreement with County Transit 2 Packet Pg. 8 Mi n u t e s A c c e p t a n c e : M i n u t e s o f O c t 1 1 , 2 0 1 6 6 : 0 0 P M ( C o n s e n t C a l e n d a r ) Minutes Grand Terrace City Council October 11, 2016 City of Grand Terrace Page 4 Operators - That the San Bernardino County Transportation Authority (SBCTA) approve the use of the attached templates for SBCTA to provide project development and construction management services for delivery of capital projects, real estate services, and transit related studies for Mountain Area Regional Transit Authority, Victor Valley Transit Authority and Morongo Basin Transit Authority. • Authorized the Executive Director or his designee to execute Cooperative Agreement No. 17-1001581 with the Mountain Area Regional Transit Authority to provide project development services for delivery of the Mountain Transit Facility Upgrade Study estimated at $208,000. Consent - Transportation Programming and Fund Administration • Allocate $3,402,303 in North Desert Subarea Major Local Highway Program funds to the County of San Bernardino for the National Trails Highway Resurfacing Project. O Approve Contract for the National Trails Highway Resurfacing Project. O Approve a Fiscal Year 2016/2017 budget amendment to increase Mt/Desert Apportionment and Allocation Fund in the amount of $3,402,303 from Measure I North Desert Fund-Major Local Highway Program funds. • The Board reviewed the Mountain/Desert subareas proposed project lists for the 2016 Update to the Ten-Year Delivery Plan as listed in Attachments 1 and 2. • Rescinded the SANBAG Board of Directors' prior authorization to submit the Fiscal Year 2014/2015 California Transit Security Grant Program Grant Application for the Southern California Regional Rail Authority Passenger Car Refurbishment Project. O Authorized staff to submit a Modification Request to the California Office of Emergency Services for the Fiscal Year 2013/2014 California Transit Security Grant Program Grant, transferring $154,560 from the Southern California Regional Rail Authority Passenger Car Refurbishment Project to the Redlands Passenger Rail Project. O Authorized staff to submit the Fiscal Year 2014/2015, Fiscal Year 2015/2016, and Fiscal Year 2016/2017 California Transit Security Grant Program Grant Applications for an amount up to $5,256,993 for the Redlands Passenger Rail Project. O Adopted a Resolution authorizing the Executive Director and/or his designee to execute such documentation and take such actions as necessary for the Commission 2 Packet Pg. 9 Mi n u t e s A c c e p t a n c e : M i n u t e s o f O c t 1 1 , 2 0 1 6 6 : 0 0 P M ( C o n s e n t C a l e n d a r ) Minutes Grand Terrace City Council October 11, 2016 City of Grand Terrace Page 5 O Obtain California Transit Security Grant Program Funds and comply with terms • Approved a Contract for a term loan agreement in an amount not to exceed $12,511,320 with the City of Victorville for the Green Tree Boulevard Extension Project, pursuant to Victor Valley Policy Discussion - Transit/Rail • Authorize the Executive Director or his designee to execute a Memorandum of Understanding with the City of San Bernardino for the establishment of a Quiet Zone on the Shortway Subdivision • Adopted a Resolution which declares certain Upland properties as surplus, authorizes the sale of the properties, and repeals the previously approved Resolution No. 16-035. The October 5, 2016 Oversight Board meeting was cancelled. E. PUBLIC HEARINGS - NONE F. UNFINISHED BUSINESS 6. City Council Approval of the Agreement for Taxing Entity Compensation for Disposition of Property #4 Pursuant to the City of Grand Terrace’s Long Range Property Management Plan Planning & Development Services Director Molina presented this item. 1. APPROVE THE AGREEMENT FOR TAXING ENTITY COMPENSATION (21992 AND 21974 DE BERRY STREET AND 21900 BLOCK OF VAN BUREN STREET; AND 2. AUTHORIZE THE MAYOR TO SIGN THE AGREEMENT. RESULT: APPROVED [UNANIMOUS] MOVER: Doug Wilson, Council Member SECONDER: Jackie Mitchell, Council Member AYES: McNaboe, Robles, Mitchell, Wilson, Hussey 7. Second Reading of Zoning Amendments Related to the 2013-2021 Housing Element City Clerk Jacquez-Nares read Ordinance No. 298 by title only as follows: AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GRAND TERRACE APPROVING AN ADDENDUM TO THE CERTIFIED FINAL ENVIRONMENTAL IMPACT REPORT PREPARED FOR THE GENERAL PLAN AND ADOPTING ZONING CODE AMENDMENT 16-01 REVISING TITLE 18 OF THE MUNICIPAL CODE AND 2 Packet Pg. 10 Mi n u t e s A c c e p t a n c e : M i n u t e s o f O c t 1 1 , 2 0 1 6 6 : 0 0 P M ( C o n s e n t C a l e n d a r ) Minutes Grand Terrace City Council October 11, 2016 City of Grand Terrace Page 6 ZONE CHANGE 16-01 REVISING THE ZONING MAP IN CONFORMANCE WITH THE GENERAL PLAN HOUSING ELEMENT AND LAND USE ELEMENT ADOPT ORDINANCE NO. 298 – AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GRAND TERRACE APPROVING AN ADDENDUM TO THE CERTIFIED FINAL ENVIRONMENTAL IMPACT REPORT PREPARED FOR THE GENERAL PLAN AND ADOPTING ZONING CODE AMENDMENT 16-01 REVISING TITLE 18 OF THE MUNICIPAL CODE AND ZONE CHANGE 16-01 REVISING THE ZONING MAP IN CONFORMANCE WITH THE GENERAL PLAN HOUSING ELEMENT AND LAND USE ELEMENT RESULT: APPROVED [UNANIMOUS] MOVER: Sylvia Robles, Mayor Pro Tem SECONDER: Bill Hussey, Council Member AYES: McNaboe, Robles, Mitchell, Wilson, Hussey G. NEW BUSINESS 8. Receive and File of an Access Easement for Public Trails from Denis Kidd Planning & Development Services Director Molina presented the PowerPoint Presentation for this item. RECEIVE AND FILE ON A PROPOSED PUBLIC ACCESS EASEMENT FROM DENIS W. KIDD TRUST TO THE CITY OF GRAND TERRACE TO ACCESS BLUE MOUNTAIN. RESULT: APPROVED [UNANIMOUS] MOVER: Jackie Mitchell, Council Member SECONDER: Doug Wilson, Council Member AYES: McNaboe, Robles, Mitchell, Wilson, Hussey 9. Illegal Dumping at Terrace Ave - BNSF Railway Underpass Public Works Director Demitri presented the PowerPoint Presentation for this item. A Council, City Attorney, and staff discussion ensued as to the City's ability to close Terrace Avenue, the State requirements and the ability to vacate the street. Further discussed were the amount of service calls for that area, additional signage, Burrtec's automatic removal and clean-up of that area, and the public's safety. City Manager Duffey clarified the City's liability, the additional measures that staff would be implementing to catch the illegal dumpers. He also informed the Council that staff would bring to the Council an ordinance on vehicle seizure for illegal dumping at their November 15, 2016 meeting. 2 Packet Pg. 11 Mi n u t e s A c c e p t a n c e : M i n u t e s o f O c t 1 1 , 2 0 1 6 6 : 0 0 P M ( C o n s e n t C a l e n d a r ) Minutes Grand Terrace City Council October 11, 2016 City of Grand Terrace Page 7 Jeffrey McConnell, Grand Terrace resident, stated his concerns with the illegal dumping in that area. He also provided a signed petition in support of blocking access to Terrace Avenue. Ed Giroux, Grand Terrace resident, stated his concerns with that area and requested that a traffic count and speed test be done in that area. City Manager Duffey stated that he would be meeting with the Railroad on Thursday, October 13, 2016 to discuss this item. DIRECTION WAS GIVEN TO STAFF TO BRING BACK ADDITIONAL INFORMATION ON THIS ITEM. RESULT: ADOPTED [UNANIMOUS] MOVER: Jackie Mitchell, Council Member SECONDER: Bill Hussey, Council Member AYES: McNaboe, Robles, Mitchell, Wilson, Hussey H. CITY MANAGER COMMUNICATIONS City Manager Duffey reported on the various sessions he attended while at the League of California Cities Annual Conference. He also announced the City's Country Fair on November 5, 2016 here at City Hall. City Manager Duffey also announced the special meeting for the Pavement Management Index scheduled for Wednesday, October 13, 2016 at 6:00 p.m. He further reported on the installation of the ADA Ramps and the new trash receptacles that will have the City's Seal on them. Mr. Duffey also reported that Precision Cutting was working on sidewalk repairs throughout the City. Council Member Mitchell requested to have the City and High School logos on these trash cans along with a litter message. Mayor Pro Tem Robles stated that her number one constituent has reported to her that the last two meetings the sound was very bad. The City has spent a lot of money on the microphones and she did not want to have another meeting with bad sound. I. CLOSED SESSION - NONE ADJOURN Mayor McNaboe adjourned the City Council Meeting at 7:10 p.m. The Next Regular City Council Meeting will be held on Tuesday, October 25, 2016 at 6:00 p.m. _________________________________ Darcy McNaboe, Mayor Pat Jacquez-Nares, City Clerk 2 Packet Pg. 12 Mi n u t e s A c c e p t a n c e : M i n u t e s o f O c t 1 1 , 2 0 1 6 6 : 0 0 P M ( C o n s e n t C a l e n d a r ) This page left intentionally blank. AGENDA REPORT MEETING DATE: October 25, 2016 Council Item TITLE: Monthly Financial Report for August 2016 PRESENTED BY: Cynthia Fortune, Finance Director RECOMMENDATION: Receive and file the Monthly Financial Report for the period ending August 31, 2016. 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 July 31, 2016. 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 two major funds: General Fund and Child Care 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 periods 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 3 Packet Pg. 13 fiscal year. This analysis and reporting process is intended to keep the City Council informed regarding the City’s financial position relative to the budget, and to identify any financial issues or concerns that arise during the fiscal year so appropriate and timely action can be taken in response to these variances. When reviewing the charts that provide the current monthly status of both revenues and expenditures, it is helpful to bear in mind that some of the fluctuations from month to month may be due to the following:  Invoices were not submitted to the City in a timely manner; and  Invoices may have required further review by the authorizing department. In addition, the MFR has been redesigned to provide more transparency by providing charts that compare actual receipts and expenditures against expected and approved budgets. Each category has 2 charts: 1. the 1st chart shows the actual receipts or expenditures incurred for the current fiscal year (FY2016-17) and is compared to the prior year (2015-16) actuals; and 2. the 2nd chart shows the total annual amounts incurred, for the current year, the prior year and is compared to the “expected” amounts for the current year. FISCAL IMPACT: GENERAL FUND In order to provide a better understanding of the General Fund’s fiscal condition on a monthly basis, the Monthly Financial Report has been revised to reflect the net surplus or deficit of actual revenues versus actual expenditures. However, as stated earlier, revenues are not necessarily evenly distributed each month while expenditures are more streamlined. It is recommended to bear in mind that this may result in a significant surplus or deficit in a particular month and may not be reflective of the City’s overall fiscal condition. Detailed explanations will be provided for any significant variances. The table below reflects the General Fund’s revenue and expense statement as of August 31, 2016 with a net deficit of $593,308. This is consistent with the receipt of revenues which are normally received in the later part of the year. One of the General Fund’s largest revenue sources are Property Taxes. The first large revenue receipt from Property Taxes will be received in December. Category Approved Budget Aug Expected Aug YTD % Approved Budget Aug YTD Actuals Aug YTD % Approved Budget Positive (Negative) Variance from Expected 3 Packet Pg. 14 Category Approved Budget Aug Expected Aug YTD % Approved Budget Aug YTD Actuals Aug YTD % Approved Budget Positive (Negative) Variance from Expected REVENUES Property Tax 1,674,000 0 0.0% 0 0.0% 0 Residual Receipts - RPTTF 778,000 0 0.0% 0 0.0% 0 Franchise Fees 500,000 0 0.0% 0 0.0% 0 Licenses, Fees & Permits 328,458 35,319 10.8% 35,809 10.9% 490 Sales Tax 858,000 0 0.0% 0 0.0% 0 Sales Tax - Econ Dev Agrmt (120,000) 0 0.0% 0 0.0% 0 Proceeds from Sale of Property 260,000 0 0 Intergovernmental Revenue/Grants 5,000 0 0.0% 0 0.0% 0 Charges for Services 114,700 17,232 15.0% 17,473 15.2% 241 Fines & Forfeitures 58,500 6,497 11.1% 5,093 8.7% (1,404) Miscellaneous 56,690 54,390 95.9% 54,104 95.4% (287) Use of Money & Property 23,000 2,824 12.3% 3,430 14.9% 606 Waste Water Receipts 300,000 0 0.0% 0 0.0% 0 4,836,348 116,262 2.4% 115,908 2.4% (354) APPROVED USE OF FUND BALANCE Payment of City Hall Loan 1,040,090 1,040,090 1,040,090 TOTAL REVENUES & USE OF FUND BAL. 5,876,438 1,156,352 1,155,998 EXPENDITURES BY CATEGORY Approved Budget Aug. Expected Aug. YTD % Appr. Bdgt Aug. YTD Actuals Aug. YTD % Appr. Bdgt Positive (Negative) Variance from Expected Salaries 792,146 128,061 16.2% 119,016 15.0% 9,045 Benefits 520,049 108,232 20.8% 104,957 20.2% 3,275 Professional/Contractual Services 3,199,563 444,456 13.9% 438,874 13.7% 5,582 Materials & Supplies 207,226 18,784 9.1% 28,033 13.5% (9,250) Lease of Facility/Equipment 7,652 691 9.0% 737 9.6% (46) Equipment 0 0 0 0 Capital Projects 0 0 0 0 Utilities 131,413 18,550 14.1% 17,599 13.4% 951 3 Packet Pg. 15 Category Approved Budget Aug Expected Aug YTD % Approved Budget Aug YTD Actuals Aug YTD % Approved Budget Positive (Negative) Variance from Expected Debt Service 0 0 0 (0) Overhead Cost Allocation (281,736) 0 0.0% 0 0.0% 0 Transfers Out 126,500 0 0.0% 0 0.0% 0 4,702,813 718,773 15.3% 709,216 15.1% 9,557 Payment of City Hall Loan 1,040,090 1,040,090 1,040,090 TOTAL EXPENDITURES 5,742,903 1,758,863 1,749,306 REVENUES 4,836,348 116,262 115,908 USE OF FUND BALANCE 1,040,090 1,040,090 1,040,090 SUB-TOTAL 5,876,438 1,156,352 1,155,998 EXPENDITURES (4,702,813) (718,773) (709,216) PAYMENT OF CITY HALL LOAN (1,040,090) (1,040,090) (1,040,090) SUB-TOTAL (5,742,903) (1,758,863) (1,749,306) NET 133,535 (602,511) (593,308) ATTACHMENTS:  AUG2016 Monthly Financial Report 2 (PDF) APPROVALS: Cynthia Fortune Completed 10/16/2016 5:40 PM Finance Completed 10/16/2016 5:40 PM City Attorney Completed 10/17/2016 10:26 AM City Manager Completed 10/19/2016 2:02 PM City Council Pending 10/25/2016 6:00 PM 3 Packet Pg. 16 City of Grand Terrace Monthly Financial Report For the Period Ending August 31, 2016 3.a Packet Pg. 17 At t a c h m e n t : A U G 2 0 1 6 M o n t h l y F i n a n c i a l R e p o r t 2 ( 2 0 3 1 : M o n t h l y F i n a n c i a l R e p o r t f o r A u g u s t 2 0 1 6 ) Table of Contents GENERAL FUND Revenue Summaries Revenue Assumptions ........................................................................................... 4 Revenue Monthly Financial Detail ......................................................................... 5 Revenue Monthly History Charts: Property Tax ................................................................................................... 6 Sales Tax ........................................................................................................ 7 Licenses, Permits & Fees ............................................................................... 8 Franchise Fees ............................................................................................... 9 Expenditure Summaries Expenditure Assumption........................................................................................ 4 Expenditure Monthly Financial Detail by Category ................................................ 12 Expenditure Monthly History Charts: Salaries ........................................................................................................... 13 Benefits ........................................................................................................... 14 Professional/Contractual Services .................................................................. 15 Materials & Supplies ....................................................................................... 16 2 3.a Packet Pg. 18 At t a c h m e n t : A U G 2 0 1 6 M o n t h l y F i n a n c i a l R e p o r t 2 ( 2 0 3 1 : M o n t h l y F i n a n c i a l R e p o r t f o r A u g u s t 2 0 1 6 ) GENERAL FUND REVENUE 3 3.a Packet Pg. 19 At t a c h m e n t : A U G 2 0 1 6 M o n t h l y F i n a n c i a l R e p o r t 2 ( 2 0 3 1 : M o n t h l y F i n a n c i a l R e p o r t f o r A u g u s t 2 0 1 6 ) REVENUE ASSUMPTIONS: 1.Property Tax receipts are usually received twice a year: in December and May. 2.Residual Receipts – Redevelopment Property Tax Trust Fund (RPTTF) receipts are received twice a year: June for the July - December period and January for the January - June period. 3.Franchise Fee receipts are received monthly and quarterly; usually 30 - 45 days after the month or quarter end. 4.Sales Tax receipts are received monthly; the State distributes (advances) sales tax revenues usually 60 days after the close of the month; then has a quarterly “true-up.” 5.Waste Water receipts are received annually, usually at the first month of the fiscal year. 6.All other receipts are based on historical receipt pattern. 4 EXPENDITURE ASSUMPTIONS: 1.Expenditure appropriations are divided into 12 monthly allocations, with adjustments made for payroll periods, the timing of debt service payments, and certain quarterly allocations. 3.a Packet Pg. 20 At t a c h m e n t : A U G 2 0 1 6 M o n t h l y F i n a n c i a l R e p o r t 2 ( 2 0 3 1 : M o n t h l y F i n a n c i a l R e p o r t f o r A u g u s t 2 0 1 6 ) REVENUES Approved Budget Aug Expected Aug YTD % Approved Budget Aug YTD Actuals Aug YTD % Approved Budget Positive (Negative) Variance from Expected Property Tax 1,674,000 0 0.0%0 0.0%0 Residual Receipts - RPTTF 778,000 0 0.0%0 0.0%0 Franchise Fees 500,000 0 0.0%0 0.0%0 Licenses, Fees & Permits 328,458 35,319 10.8%35,809 10.9%490 Sales Tax 858,000 0 0.0%0 0.0%0 Sales Tax - Econ Dev Agrmt (120,000)0 0.0%0 0.0%0 Proceeds from Sale of Property 260,000 0 0 Intergovernmental Revenue/Grants 5,000 0 0.0%0 0.0%0 Charges for Services 114,700 17,232 15.0%17,473 15.2%241 Fines & Forfeitures 58,500 6,497 11.1%5,093 8.7%(1,404) Miscellaneous 56,690 54,390 95.9%54,104 95.4%(287) Use of Money & Property 23,000 2,824 12.3%3,430 14.9%606 Waste Water Receipts 300,000 0 0.0%0 0.0%0 4,836,348 116,262 2.4%115,908 2.4%(354) APPROVED USE OF FUND BALANCE Payment of City Hall Loan 1,040,090 1,040,090 1,040,090 TOTAL REVENUES & USE OF FUND BAL.5,876,438 1,156,352 1,155,998 City of Grand Terrace FY 2015-16 General Fund Monthly Financial Report For the Period Ending August 31, 2016 5 3.a Packet Pg. 21 At t a c h m e n t : A U G 2 0 1 6 M o n t h l y F i n a n c i a l R e p o r t 2 ( 2 0 3 1 : M o n t h l y F i n a n c i a l R e p o r t f o r A u g u s t 2 0 1 6 ) MONTHLY REVENUE - Property Tax (2016-17 vs. 2015-16) $0 $0 $19,750 $2,686 $43,792 $133,872 $581,548 $50,251 $7,588 $122,994 $625,131 $18,564 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 - 100,000 200,000 300,000 400,000 500,000 600,000 700,000 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN 2016-17 2015-16 1,606,176 - - - 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 1,800,000 FY2015-16 Actuals FY2016-17 Actuals FY2016-17 Expected FY2015-16 Actuals FY2016-17 Actuals FY2016-17 Expected 6 3.a Packet Pg. 22 At t a c h m e n t : A U G 2 0 1 6 M o n t h l y F i n a n c i a l R e p o r t 2 ( 2 0 3 1 : M o n t h l y F i n a n c i a l R e p o r t f o r A u g u s t 2 0 1 6 ) MONTHLY REVENUE - Sales Tax (2016-17 vs. 2015-16) $0 $0 $29,595 $42,500 $56,500 $65,035 $49,874 $56,500 $77,239 $52,600 $47,574 $285,030 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 - 50,000 100,000 150,000 200,000 250,000 300,000 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN 2016-17 2015-16 $762,448 $0 $0 - 100,000 200,000 300,000 400,000 500,000 600,000 700,000 800,000 FY2015-16 Actuals FY2016-17 Actuals FY2016-17 Expected FY2015-16 Actuals FY2016-17 Actuals FY2016-17 Expected 7 3.a Packet Pg. 23 At t a c h m e n t : A U G 2 0 1 6 M o n t h l y F i n a n c i a l R e p o r t 2 ( 2 0 3 1 : M o n t h l y F i n a n c i a l R e p o r t f o r A u g u s t 2 0 1 6 ) MONTHLY REVENUE - Licenses, Permits & Fees (2016-17 vs. 2015-16) $17,097 $10,453 $15,994 $13,004 $16,329 $8,565 $48,502 $41,187 $27,556 $34,443 $22,471 $47,561 $24,198 $11,610 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 - 10,000 20,000 30,000 40,000 50,000 60,000 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN 2016-17 2015-16 $303,162 $35,809 $35,319 - 50,000 100,000 150,000 200,000 250,000 300,000 350,000 FY2015-16 Actuals FY2016-17 Actuals FY2016-17 Expected FY2015-16 Actuals FY2016-17 Actuals FY2016-17 Expected 8 3.a Packet Pg. 24 At t a c h m e n t : A U G 2 0 1 6 M o n t h l y F i n a n c i a l R e p o r t 2 ( 2 0 3 1 : M o n t h l y F i n a n c i a l R e p o r t f o r A u g u s t 2 0 1 6 ) MONTHLY REVENUE - Franchise Fees (2016-17 vs. 2015-16) $0 $0 $26,663 $11,962 $71,031 $0 $24,572 $43,469 $41,436 $136,344 $69,205 $68,175 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 - 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN 2016-17 2015-16 $492,856 $0 $0 - 100,000 200,000 300,000 400,000 500,000 FY2015-16 Actuals FY2016-17 Actuals FY2016-17 Expected FY2015-16 Actuals FY2016-17 Actuals FY2016-17 Expected 9 3.a Packet Pg. 25 At t a c h m e n t : A U G 2 0 1 6 M o n t h l y F i n a n c i a l R e p o r t 2 ( 2 0 3 1 : M o n t h l y F i n a n c i a l R e p o r t f o r A u g u s t 2 0 1 6 ) This page left intentionally blank. 10 3.a Packet Pg. 26 At t a c h m e n t : A U G 2 0 1 6 M o n t h l y F i n a n c i a l R e p o r t 2 ( 2 0 3 1 : M o n t h l y F i n a n c i a l R e p o r t f o r A u g u s t 2 0 1 6 ) GENERAL FUND EXPENDITURE BY CATEGORY 11 3.a Packet Pg. 27 At t a c h m e n t : A U G 2 0 1 6 M o n t h l y F i n a n c i a l R e p o r t 2 ( 2 0 3 1 : M o n t h l y F i n a n c i a l R e p o r t f o r A u g u s t 2 0 1 6 ) City of Grand Terrace FY 2015-16 General Fund Monthly Financial Report For the Period Ending August 31, 2016 EXPENDITURES BY CATEGORY Approved Budget Aug Expected AugYTD % Approved Budget Aug YTD Actuals AugYTD % Approved Budget Positive (Negative) Variance from Expected Salaries 792,146 128,061 16.2%119,016 15.0%9,045 Benefits 520,049 108,232 20.8%104,957 20.2%3,275 Professional/Contractual Services 3,199,563 444,456 13.9%438,874 13.7%5,582 Materials & Supplies 207,226 18,784 9.1%28,033 13.5%(9,250) Lease of Facility/Equipment 7,652 691 9.0%737 9.6%(46) Equipment 0 0 0 0 Capital Projects 0 0 0 0 Utilities 131,413 18,550 14.1%17,599 13.4%951 Debt Service 0 0 0 (0) Overhead Cost Allocation (281,736)0 0.0%0 0.0%0 Transfers Out 126,500 0 0.0%0 0.0%04,702,813 718,773 15.3%709,216 15.1%9,557 Payment of City Hall Loan 1,040,090 1,040,090 1,040,090 TOTAL EXPENDITURES 5,742,903 1,758,863 1,749,306 REVENUES 4,836,348 116,262 115,908 USE OF FUND BALANCE 1,040,090 1,040,090 1,040,090 SUB-TOTAL 5,876,438 1,156,352 1,155,998 EXPENDITURES (4,702,813)(718,773)(709,216) PAYMENT OF CITY HALL LOAN (1,040,090)(1,040,090)(1,040,090) SUB-TOTAL (5,742,903)(1,758,863)(1,749,306) NET 133,535 (602,511)(593,308) 12 3.a Packet Pg. 28 At t a c h m e n t : A U G 2 0 1 6 M o n t h l y F i n a n c i a l R e p o r t 2 ( 2 0 3 1 : M o n t h l y F i n a n c i a l R e p o r t f o r A u g u s t 2 0 1 6 ) MONTHLY EXPENDITURE - Salaries (2016-17 vs. 2015-16) $55,881 $51,814 $52,468 $49,353 $44,587 $41,926 $64,982 $46,940 $48,226 $46,955 $58,222 $71,022 55,262 63,754 - - - - - - - - - - - 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN 2016-17 Actuals 2015-16 Actuals $632,376 $119,016 $128,061 - 100,000 200,000 300,000 400,000 500,000 600,000 700,000 FY2015-16 Actuals FY2016-17 Actuals FY2016-17 Expected FY2015-16 Actuals FY2016-17 Actuals FY2016-17 Expected 13 3.a Packet Pg. 29 At t a c h m e n t : A U G 2 0 1 6 M o n t h l y F i n a n c i a l R e p o r t 2 ( 2 0 3 1 : M o n t h l y F i n a n c i a l R e p o r t f o r A u g u s t 2 0 1 6 ) MONTHLY EXPENDITURE - Benefits (2016-17 vs. 2015-16) $26,333 $16,766 $33,942 $15,837 $18,974 $27,935 $32,135 $15,828 $31,028 $48,381 $22,577 $44,598 41,729 63,228 - - - - - - - - - - - 10,000 20,000 30,000 40,000 50,000 60,000 70,000 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN 2016-17 Actuals 2015-16 Actuals $334,335 $104,957 $108,232 - 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 FY2015-16 Actuals FY2016-17 Actuals FY2016-17 Expected 14 3.a Packet Pg. 30 At t a c h m e n t : A U G 2 0 1 6 M o n t h l y F i n a n c i a l R e p o r t 2 ( 2 0 3 1 : M o n t h l y F i n a n c i a l R e p o r t f o r A u g u s t 2 0 1 6 ) MONTHLY EXPENDITURE - Professional Services (2016-17 vs. 2015-17) $179,594 $258,228 $294,350 $211,637 $226,602 $327,636 $254,145 $251,835 $306,903 $229,293 $259,334 $337,478 168,514 270,360 - - - - - - - - - - - 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN 2016-17 Actuals 2015-16 Actuals 3,137,034 438,874 444,456 100,000 600,000 1,100,000 1,600,000 2,100,000 2,600,000 3,100,000 FY2015-16 Actuals FY2016-17 Actuals FY2016-17 Expected FY2015-16 Actuals FY2016-17 Actuals FY2016-17 Expected 15 3.a Packet Pg. 31 At t a c h m e n t : A U G 2 0 1 6 M o n t h l y F i n a n c i a l R e p o r t 2 ( 2 0 3 1 : M o n t h l y F i n a n c i a l R e p o r t f o r A u g u s t 2 0 1 6 ) MONTHLY EXPENDITURE - Materials & Supplies (2016-17 vs. 2015-16) $13,786 $18,516 $5,164 $4,919 $23,089 $10,892 $8,704 $15,023 $22,965 $14,333 $22,894 $28,568 - 5,000 10,000 15,000 20,000 25,000 30,000 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN 2016-17 2015-16 Actuals $188,853 $28,033 $18,784 - 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000 180,000 200,000 FY2015-16 Actuals FY2016-17 Actuals FY2016-17 Expected FY2015-16 Actuals FY2016-17 Actuals FY2016-17 Expected 16 3.a Packet Pg. 32 At t a c h m e n t : A U G 2 0 1 6 M o n t h l y F i n a n c i a l R e p o r t 2 ( 2 0 3 1 : M o n t h l y F i n a n c i a l R e p o r t f o r A u g u s t 2 0 1 6 ) AGENDA REPORT MEETING DATE: October 25, 2016 Council Item TITLE: Monthly Business License Report for August 2016 PRESENTED BY: Cynthia Fortune, Finance Director RECOMMENDATION: Receive and file the Monthly Business License Report for the period ending August 31, 2016. 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 Business License Report (MBLR), which will be submitted to the City Council each month. The attached MBLR is for the period ending August 31, 2016. The purpose of the MBLR is to recognize new businesses that have opened in Grand Terrace; identify projected revenue receipts from these new businesses and provide the locations of the new businesses that opened offices in the City. Since the City’s business licenses have an annual calendar date from January 1st to December 31st, this first report covers an eighth-month period: January 1, 2016 to August 31, 2016. DISCUSSION: Chapter 5.04 of the City’s Municipal Code states that any person, firm or corporation conducting or carrying on business within the city limits shall be charged a business license tax. The City of Grand Terrace (City) contracts with MuniServices (Consultant) for the following three (3) main components: 1. Tax Administration: of the City’s business license processing, renewals, collections, on-going monitoring and administration of the business license tax. a. Online Application and Renewal:  Provide a link on the City’s website that will enable all businesses to apply for a business license and pay its business tax on-line through Consultant’s software application;  Provide a kiosk linking to the Consultant’s website to allow on-line processing and printing of applicable documents and receipts for Walk-In customers into City Hall. 4 Packet Pg. 33 b. Taxpayer Notification and Remittance:  Consultant to send individualized tax forms to all known taxpayers;  Taxpayers will remit payments to the City c/o Consultant. c. Deposit Process:  Deposits will be made via Automated Clearing House (ACH) as instructed by the City;  Deposits will be for amounts received less Consultants’ fees ($12.00 per license payment processed). 2. Discovery Services: identification of entities subject to City business license taxes which are not properly registered, or otherwise not reporting business taxes to the City. a. Inventory:  Establish a comprehensive inventory of entities subject to taxation by the City;  Notify all entities of non-compliance with the City’s business tax requirements and collect the amount of identified deficiencies;  Establish a call center open during normal business hours to answer any questions regarding application, remittance and reporting requirements regarding the City’s business licenses taxes;  Consultant’s compensation will be 35% of the additional revenue received from the Discovery Services. 3. Deficiency Audit Services: identification of entities subject to City business license taxes that are not properly reporting the full amount tax which they are subject to under the City’s Municipal Code. a. Inventory:  Establish a comprehensive inventory of registered entities subject to taxation by the City;  For under-reporting entities identified, receive approval from the city to conduct a review of the entity’s records and determine the amount of tax due;  Invoice entity on behalf of the City and educate the entity on the City’s tax requirements to avoid under-reporting in the future;  Consultant’s compensation will be 35% of the additional revenue received from the Discovery Services. NEW BUSINESS LICENSES ISSUED For the period from January 2016 through August 2016, 102 business licenses were issued. Of the 102 business licenses, 24 have physical addresses in the City. Below are charts that summarize all licenses issued during this eighth-month period. 4 Packet Pg. 34 Month In City Outside City TOTAL Jan 8 7 15 Feb 2 10 12 Mar 3 11 14 Apr 4 12 16 May 2 10 12 Jun 2 16 18 Jul 1 7 8 Aug 2 5 7 TOTAL 24 78 102 Approximately 23.5% of all business licenses issued have physical locations within City limits. These businesses are estimating total annual Gross Receipts of $2.1m. Chart of New Businesses with physical locations within and outside City limits. 4 Packet Pg. 35 NEW BUSINESS LICENSES ISSUED WITHIN THE CITY – Physical Map NEW BUSINESS LICENSES ISSUED WITHIN THE CITY – Address Detail Map Loc. Business Name DBA Address NAICS Description A ABDELJAWAD MOHAMMAD JACK'S WHOLESALE 12210 MICHIGAN STREET #6 Other Miscellaneous Nondurable Goods Merchant Wholesalers B CROW PATRICK R CORONA DETAILING SUPPLIES 22658 FLAMINGO STREET Other Direct Selling Establishments C ELITE CONSERVATION PURCHASE GREEN REDLANDS 21800 BARTON ROAD Other Miscellaneous Nondurable Goods Merchant Wholesalers D F & J JANITORIAL SERVICES 12238 1/4 MICHIGAN STREET Janitorial Services E FIVE OAKS SPEECH THERAPY SERVICES 22365 BARTON ROAD SUITE 104 Offices of Physical, Occupational and Speech Therapists, and Audiologists 4 Packet Pg. 36 Map Loc. Business Name DBA Address NAICS Description F GLOBAL PRO MX GLOBAL PRO MX 12210 MICHIGAN STREET SUITE 26 Motor Vehicle Parts (Used) Merchant Wholesalers G HAROLD LUKE MD INC 22182 BARTON ROAD Offices of Physicians (except Mental Health Specialists) H HEART MATTERS FOSTER FAMILY AGENCY THE HEART MATTERS FOSTER FAMILY AGENCY THE 21935 VAN BUREN STREET SUITE A1 Child and Youth Services I HORNBECK DAVID ERIK D & L PLUMBING 11797 HOLLY STREET Plumbing, Heating, and Air- Conditioning Contractors J HUNT ANDREW M ELEPHANT SHOE PRINTING 12050 PARADISE STREET Commercial Screen Printing K HUNT DARREN M HUNT ELECTRICAL CONTRACTORS 21935 VAN BUREN STREET SUITE B13 Electrical Contractors and Other Wiring Installation Contractors L INKLINGS INKLINGS 22131 RAVEN WAY Educational and Support Services M LUXURY WINDOW FASHIONS LUXURY WINDOW FASHIONS 12210 MICHIGAN STREET #2 Interior Design Services N SMALLEY SONYA A INKY PAGE EDITING 22872 PALM AVENUE Document preperation services O SPOTLESS MAIDS REFERRAL AGENCY LLC SPOTLESS MAIDS 22737 BARTON ROAD Janitorial Services P SURBER MACHINE SURBER MACHINE 12210 MICHIGAN AVENUE Q TAYLOR KENT USA ENTERPRISE 22136 MAVIS STREET Electronic Shopping R TAYLOR VALDA CJLJ FINANCIAL SERVICES 22865 BRENTWOOD STREET Document preperation services S TRAN CALVIN ROYAL NAILS SALON 22545 BARTON ROAD #112 Nail Salons T VILLAMAR RUBEN WHAT U NEED 22077 BARTON ROAD Site Preparation Contractors U WIDEWORLD SPORTSWEAR INC 21800 BARTON ROAD UNIT 111 Men's and Boys' Clothing and Furnishings Merchant Wholesalers V WILHITE LANGLEY INC 21800 BARTON ROAD #102 New Single-Family Housing Construction (except For- Sale Builders) W ZAPPE SARA M BLUE MOUNTAIN JEWELRY DESIGN 23336 WESTWOOD STREET X ZAVALA ALMENDRA GARCIA 12040 LACROSSE AVENUE Beauty Salons FISCAL IMPACT Total business license fees collected for all business licenses issued are shown below: 4 Packet Pg. 37 Description Business License Fees Collected In City $1,710 Outside City 6,110 TOTAL $7,820 There is no fiscal impact associated with the receipt of the MLBR for the period ending August 31, 2016. APPROVALS: Cynthia Fortune Completed 10/18/2016 12:49 PM Finance Completed 10/18/2016 12:50 PM City Attorney Completed 10/18/2016 4:31 PM City Manager Completed 10/19/2016 2:03 PM City Council Pending 10/25/2016 6:00 PM 4 Packet Pg. 38 This page left intentionally blank. This page left intentionally blank. AGENDA REPORT MEETING DATE: October 25, 2016 Council Item TITLE: Authority to Apply for Grant from CalRecycle Rubberized Pavement Grant Program PRESENTED BY: Yanni Demitri, Public Works Director RECOMMENDATION: Approve a Resolution Authorizing Submittal of Application for all CalRecycle Grants For Which the City of Grand Terrace is Eligible. 2030 VISION STATEMENT: This staff report supports Goal #1, "Ensuring Fiscal Viability" by identifying additional revenue sources. BACKGROUND: Pursuant to Public Resources Code section 48000, the California Department of Resources, Recycling and Recovery (CalRecycle) administers various grant programs in furtherance of California's efforts to reduce, recycle, and reuse solid waste generated in the state thereby preserving landfill capacity and protecting public health and safety and the environment. The fundamental purpose of CalRecycle's Rubberized Pavement Grant Program is to promote markets for Rubberized Asphalt Concrete (RAC) products with crumb rubber derived from California-generated waste tires. DISCUSSION: Local governments in California are eligible to receive funding under the Rubberized Pavement Grant Program. The eligible projects for the program include rubberized pavement (hot-mix and chip seal) for roadways, Class 1 bikeways, greenways, and disability access at park. Staff intends to use the grant money to offset the cost of street paving projects included in the City's five-year Capital Improvement Program (CIP). For first time applicants, which is the case with this grant application, CalRecycle will pay the full cost differential between rubberized asphalt concrete and conventional asphalt concrete. Said cost is typically $10 per ton. For repeat grants, CalRecycle will pay a lower amount each successive year. It is estimated that in the first year of paving 5,000 tons will be used and therefore, the CalRecycle Grant should be reimbursing the City $50,000. 5 Packet Pg. 39 CalRecycle grant application procedures require, among other things, an applicant’s governing body to adopt a resolution (Attachment I) authorizing the City Manager or his designee to apply for CalRecycle grants. STAFF RECOMMENDATION Staff recommends that Council adopt the attached resolution in support of City of Grand Terrace grant applications for the Rubberized Pavement Grant Program. FISCAL IMPACT: The City can receive up to $350,000 per funding cycle for pavement projects. ATTACHMENTS:  Attachment I. Resolution for CalRecycle Rubberized Grant (DOC) APPROVALS: Yanni Demitri Completed 10/17/2016 4:44 PM Finance Completed 10/18/2016 1:18 PM City Attorney Completed 10/18/2016 4:37 PM City Manager Completed 10/19/2016 2:04 PM City Council Pending 10/25/2016 6:00 PM 5 Packet Pg. 40 RESOLUTION NO. 2016- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GRAND TERRACE, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AUTHORIZING SUBMITTAL OF APPLICATION(S) FOR ALL CALRECYCLE GRANTS FOR WHICH THE CITY OF GRAND TERRACE IS ELIGIBLE WHEREAS, Public Resources Code sections 48000 et seq. authorize the Department of Resources Recycling and Recovery (CalRecycle) to administer various grant programs (grants) in furtherance of the State of California’s (state) efforts to reduce, recycle and reuse solid waste generated in the state thereby preserving landfill capacity and protecting public health and safety and the environment; and WHEREAS, in furtherance of this authority CalRecycle is required to establish procedures governing the application, awarding, and management of the grants; and WHEREAS, CalRecycle grant application procedures require, among other things, an applicant’s governing body to declare by resolution certain authorizations related to the administration of CalRecycle grants. NOW, THEREFORE, BE IT RESOLVED that the City of Grand Terrace authorizes the submittal of application(s) to CalRecycle for all grants for which the City of Grand Terrace is eligible; and BE IT FURTHER RESOLVED that the City Manager or his designee is hereby authorized and empowered to execute in the name of the City of Grand Terrace all grant documents, including but not limited to, applications, agreements, amendments and requests for payment, necessary to secure grant funds and implement the approved grant project; and BE IT FURTHER RESOLVED that these authorizations are effective for five (5) years from the date of adoption of this resolution NOW, THEREFORE, the City Council of the City of Grand Terrace, does hereby resolve, determine, find and order as follows: Section 1. The City Council hereby finds that all of the above recitals are true and correct and are incorporated herein by reference. 5.a Packet Pg. 41 At t a c h m e n t : A t t a c h m e n t I . R e s o l u t i o n f o r C a l R e c y c l e R u b b e r i z e d G r a n t ( 2 0 4 3 : C a l R e c y c l e G r a n t A p p l i c a t i o n A u t h o r i z a t i o n ) Section 2. The City Council hereby determines and resolves to authorize the submittal of application(s) to CalRecycle for all grants for which the City of Grand Terrace is eligible. Section 3. The City Council hereby authorizes the City Manager or his designee to execute in the name of the City of Grand Terrace all grant documents, including but not limited to, applications, agreements, amendments and requests for payment, necessary to secure grant funds and implement the approved grant project. PASSED, APPROVED AND ADOPTED by the City Council of Grand Terrace at a regular meeting held on the 25th of October, 2016 Darcy McNaboe Mayor ATTEST: Patricia Jacquez-Nares City Clerk I, Patricia Jacquez-Nares, City Clerk of the City of Grand Terrace, do hereby certify that Resolution No. 2016- was introduced and adopted at a regular meeting of the City Council of the City of Grand Terrace on the 25th day of October, 2016, by the following vote: AYES: NOES: ABSENT: ABSTAIN: 5.a Packet Pg. 42 At t a c h m e n t : A t t a c h m e n t I . R e s o l u t i o n f o r C a l R e c y c l e R u b b e r i z e d G r a n t ( 2 0 4 3 : C a l R e c y c l e G r a n t A p p l i c a t i o n A u t h o r i z a t i o n ) Approved as to form: Richard L. Adams, II Patricia Jacquez-Nares City Attorney City Clerk 5.a Packet Pg. 43 At t a c h m e n t : A t t a c h m e n t I . R e s o l u t i o n f o r C a l R e c y c l e R u b b e r i z e d G r a n t ( 2 0 4 3 : C a l R e c y c l e G r a n t A p p l i c a t i o n A u t h o r i z a t i o n ) This page left intentionally blank. AGENDA REPORT MEETING DATE: October 25, 2016 Council Item TITLE: Appointments to the Volunteer Emergency Operations Committee PRESENTED BY: Sandra Molina, Planning & Development Services Director RECOMMENDATION: 1) Re-appoint Paul Tickner and Vic Phennighausen to new four-year voting member positions with terms expiring on June 30, 2022; and 2) Re-appoint Pete Parsons to a new four-year alternate member position with a term expiring on June 30, 2022. 2030 VISION STATEMENT: This staff report supports Goal #5 "Engage in Proactive Communication" by engaging the community by participation. BACKGROUND/DISCUSSION: The Volunteer Emergency Operations Committee is a Council-appointed Committee that meets once a month. The Volunteer EOC is made up of five voting members and four alternate (non-voting) members. The terms of two voting members, Paul Tickner and Vic Phennighausen, expired at the end of June. The City’s practice is to have appointees continue to serve until re-appointment is formalized. Mr. Tickner and Mr. Phennighausen have indicated their desire to be appointed for new four year terms, ending on June 30, 2020, and have completed the attached forms requesting to be re- appointed. Mr. Pete Parsons’s alternate member appointment also expired at the end of June, and he has also completed the form requesting re-appointment to June 30, 2020. Mr. Joe Ramos is also an alternate member and his term expires in 2018. There are currently two vacant alternate member positions, and appointments for those positions would be filled at a later time. FISCAL IMPACT: There is no fiscal impact related to these Volunteer Committee appointments. ATTACHMENTS:  Volunteer EOC Membership applications (PDF) 6 Packet Pg. 44 APPROVALS: Sandra Molina Completed 10/18/2016 9:39 AM Finance Completed 10/18/2016 1:10 PM City Attorney Completed 10/18/2016 4:38 PM City Manager Completed 10/19/2016 2:05 PM City Council Pending 10/25/2016 6:00 PM 6 Packet Pg. 45 Emergency Operations Committee Re-appointment Paul Tickner \t I would like to be considered for reappointment to the Emergency ~ions Committee for a four-year term to expire on June 30, 2020. Signature I do not wish to be considered for reappointment to the Emergency Operations Committee. Please return this form no later than October 19, 2016, to the City Clerk's Office. 6.a Packet Pg. 46 At t a c h m e n t : V o l u n t e e r E O C M e m b e r s h i p a p p l i c a t i o n s [ R e v i s i o n 1 ] ( 2 0 4 4 : R e - A p p o i n t m e n t s t o t h e V o l u n t e e r E m e r g e n c y O p e r a t i o n s 6. a Pa c k e t P g . 4 7 Attachment: Volunteer EOC Membership applications [Revision 1] (2044 : Re-Appointments to the 6. a Pa c k e t P g . 4 8 Attachment: Volunteer EOC Membership applications [Revision 1] (2044 : Re-Appointments to the This page left intentionally blank. AGENDA REPORT MEETING DATE: October 25, 2016 Council Item TITLE: Amendment to CalPERS Health Contract for City Hall Employees PRESENTED BY: Kris Harapan, Human Resources Technician RECOMMENDATION: Adopt A RESOLUTION OF THE CITY COUNCIL FIXING THE EMPLOYER CONTRIBUTION AT UNEQUAL AMOUNTS FOR EMPLOYEES AND ANNUITANTS UNDER THE PUBLIC EMPLOYEES’ MEDICAL AND HOSPITAL CARE ACT WITH RESPECT TO A RECOGNIZED EMPLOYEE ORGANIZATION 2030 VISION STATEMENT: This staff report supports Goal #1, Ensuring Fiscal Viability. BACKGROUND: On November 18, 2008, the City of Grand Terrace entered into a contract with CalPERS to provide medical insurance for City Hall Employees. This contract capped the City's contribution for active employees at the amount of the Blue Shield NetValue Plan, Los Angeles County Region, single coverage. On August 19, 2016, CalPERS announced the termination of the Blue Shield NetValue Plan effective December 31, 2016. DISCUSSION: With the Blue Shield NetValue plan ending, it is necessary that the City amend it's health contract with CalPERS. Staff has reviewed the various options and determined that Kaiser is the plan most comparable to the BlueShield NetValue plan. In determining comparability, staff looked at access to primary care physicians and clinics/hospitals in the local area; as well as premium cost. CalPERS offers a number of plans to employees, some of which have no primary care physicians and no hospitals or clinics in the Inland Empire. Kaiser has a well established presence in the Inland Empire and is already the medical plan of choice for a number of our employees. In addition, Kaiser's 2017 rate for single coverage for the Los Angeles Area Region (covers Los Angeles, San Bernardino & Ventura counties) is nearly identical to the Blue Shield NetValue plan's 2016 rate. Currently the City is contributing a maximum $576.46/month to CalPERS for each City Hall employee enrolled in the City's medical plan. Kaiser's 2017 rate is $573.89/month. 7 Packet Pg. 49 This choice also keeps the City in compliance with the Affordable Care Act's mandate to provide affordable health coverage to employees. There is no change to the contribution amount for retirees. FISCAL IMPACT: The costs associated with the City’s contribution for the health contract with CalPERS is included in the City’s FY2016-17 Adopted Budget. ATTACHMENTS:  2016-10-Change - by Group Unequal 1 Fixed - Active Only (DOCX) APPROVALS: Kris Harapan Completed 10/18/2016 12:06 PM Finance Completed 10/18/2016 1:15 PM City Attorney Completed 10/18/2016 4:42 PM City Manager Completed 10/19/2016 11:08 AM City Council Pending 10/25/2016 6:00 PM 7 Packet Pg. 50 CHANGE – BY GROUP, UNEQUAL, 1 FIXED – ACTIVE ONLY (REV. 5/2015) RESOLUTION NO. 2016- FIXING THE EMPLOYER CONTRIBUTION AT UNEQUAL AMOUNTS FOR EMPLOYEES AND ANNUITANTS UNDER THE PUBLIC EMPLOYEES’ MEDICAL AND HOSPITAL CARE ACT WITH RESPECT TO A RECOGNIZED EMPLOYEE ORGANIZATION WHEREAS, (1) City of Grand Terrace is a contracting agency under Government Code Section 22920 and subject to the Public Employees’ Medical and Hospital Care Act (the “Act”) for participation by members of (002) General Members and WHEREAS, (2) Government Code Section 22892(a) provides that a contracting agency subject to Act shall fix the amount of the employer contribution by resolution; and WHEREAS, (3) Government Code Section 22892(b) provides that the employer contribution shall be an equal amount for both employees and annuitants, but may not be less than the amount prescribed by Section 22892(b) of the Act; and WHEREAS, (4) Government Code Section 22892(c) provides that, notwithstanding Section 22892(b), a contracting agency may establish a lesser monthly employer contribution for annuitants than for employees, provided that the monthly employer contribution for annuitants is annually increased to equal an amount not less than the number of years the contracting agency has been subject to this subdivision multiplied by 5 percent of the current monthly employer contribution for employees, until such time as the amounts are equal; and RESOLVED, (a) That the employer contribution for each employee shall be the amount necessary to pay the full cost of his/her enrollment, including the enrollment of family members, in a health benefits plan up to a maximum of Kaiser Single Party Los Angeles Region (Basic/Medicare) per month, plus administrative fees and Contingency Reserve Fund assessments; and be it further RESOLVED, (b) City of Grand Terrace has fully complied with any and all applicable provisions of Government Code Section 7507 in electing the benefits set forth above; and be it further RESOLVED, (c) That the participation of the employees and annuitants of City of Grand Terrace shall be subject to determination of its status as an “agency or instrumentality of the state or political subdivision of a State” that is eligible to participate in a governmental plan within the meaning of Section 414(d) of the Internal Revenue Code, upon publication of final Regulations pursuant to such Section. If it is determined that City of Grand Terrace would not qualify as an agency or instrumentality of the state or political subdivision of a State under such final Regulations, CalPERS may be obligated, and reserves the right to terminate the health coverage of all participants of the employer. 7.a Packet Pg. 51 At t a c h m e n t : 2 0 1 6 - 1 0 - C h a n g e - b y G r o u p U n e q u a l 1 F i x e d - A c t i v e O n l y ( 2 0 4 5 : A m e n d m e n t t o C a l P E R S H e a l t h C o n t r a c t ) CHANGE – BY GROUP, UNEQUAL, 1 FIXED – ACTIVE ONLY (REV. 5/2015) RESOLVED, (d) That the executive body appoint and direct, and it does hereby appoint and direct, the City Clerk to file with the Board a verified copy of this resolution, and to perform on behalf of City of Grand Terrace all functions required of it under the Act. PASSED, APPROVED, AND ADOPTED this 25th day of October, 2016. Mayor of the City of Grand Terrace ATTEST: City Clerk of the City of Grand Terrace I, PAT JACQUES-NARES, CITY CLERK of the City of Grand Terrace, do hereby certify that the foregoing Resolution was introduced and adopted at a regular meeting of the City Council of the City of Grand Terrace held on the 25th day of October, 2016 by the following vote: AYES: NOES: ABSENT: ABSTAIN: Pat Jacques-Nares, City Clerk APPROVED AS TO FORM: City Attorney 7.a Packet Pg. 52 At t a c h m e n t : 2 0 1 6 - 1 0 - C h a n g e - b y G r o u p U n e q u a l 1 F i x e d - A c t i v e O n l y ( 2 0 4 5 : A m e n d m e n t t o C a l P E R S H e a l t h C o n t r a c t ) CHANGE – BY GROUP, UNEQUAL, 1 FIXED – ACTIVE ONLY (REV. 5/2015) INSTRUCTIONS This resolution form is the approved form designated by the California Public Employees' Retirement System (CalPERS). It should be used by a contracting agency subject to Public Employees' Medical and Hospital Care Act (PEMHCA) when the agency desires to change the monthly employer health contribution for active employees only in accordance with Government Code Section 22892. The resolution is effective on the first day of the second month following the month in which the resolution is filed (date stamped as received by CalPERS; See address below). WHEREAS, (1) should be completed with full name of the contracting agency and recognized employee organization. RESOLVED, (a) should be completed to specify the amount of the employer contribution toward the cost of enrollment for active employees. The amount specified must be an amount equal to or greater than that prescribed by Section 22892(b). Commencing January 1, 2009, the employer contribution shall be adjusted annually by the Board to reflect any change in the medical component of the Consumer Price Index, and shall be rounded to the nearest dollar. RESOLVED, (b) should be completed with full name of the contracting agency. RESOLVED, (c) should be completed with full name of the contracting agency. RESOLVED, (d) requests the position title of the individual who handles the PEMHCA resolution for the contracting agency. RESOLVED, (d) should be completed with full name of the contracting agency. Because resolutions serve as a legally binding document, we require the original resolution, certified copy with original signatures, or a copy of the resolution with the agency’s raised seal. For resolution processing, deliver to the following: Overnight Mail Service Regular Mail California Public Employees’ Retirement System Health Contracts Unit, EAMD 400 Q Street Sacramento, CA 95811 California Public Employees’ Retirement System Health Contracts Unit, EAMD PO BOX 942714 Sacramento, CA 94229-2714 The certification shown following the resolution is to be completed by those individuals authorized to sign for the contracting agency in legal actions and is to include the name of the executive body; i.e. Board of Directors, Board of Trustees, etc., the location and the date of signing. 7.a Packet Pg. 53 At t a c h m e n t : 2 0 1 6 - 1 0 - C h a n g e - b y G r o u p U n e q u a l 1 F i x e d - A c t i v e O n l y ( 2 0 4 5 : A m e n d m e n t t o C a l P E R S H e a l t h C o n t r a c t ) This page left intentionally blank. AGENDA REPORT MEETING DATE: October 25, 2016 Council Item TITLE: Zoning Code Amendment 16-03; an Ordinance Repealing and Replacing in Its Entirety Chapter 18.91 (Marijuana Regulations) of Title 18 of the Grand Terrace Municipal Code PRESENTED BY: Sandra Molina, Planning & Development Services Director RECOMMENDATION: 1) Conduct a public hearing; 2) Read by title only, waive further reading and Introduce an ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GRAND TERRACE, CALIFORNIA, DETERMINING THIS AMENDMENT IS EXEMPT PURSUANT TO SECTION 15061(b)(3) OF THE CALIFORNIA ENVIRONMENTAL QUALITY ACT AND AMENDING THE GRAND TERRACE MUNICIPAL CODE BY REPEALING AND REPLACING IN ITS ENTIRETY CHAPTER 18.91 (MARIJUANA REGULATIONS) OF TITLE 18 RELATING TO MARIJUANA ACTIVITY; and 3) Read by title only, waive further reading and Adopt an URGENCY ORDINANCE OF THE CITY OF GRAND TERRACE PURSUANT TO GOVERNMENT CODE SECTION 36937 DETERMINING THIS AMENDMENT EXEMPT PURSUANT TO SECTION 15061(b)(3) OF THE CALIFORNIA ENVIRONMENTAL QUALITY ACT AND AMENDING THE GRAND TERRACE MUNICIPAL CODE BY REPEALING AND REPLACING IN ITS ENTIRETY CHAPTER 18.91 (MARIJUANA REGULATIONS) RELATING TO MARIJUANA ACTIVITY FOR THE IMMEDIATE PRESERVATION OF THE PUBLIC PEACE, HEALTH AND SAFETY 2030 VISION STATEMENT: This item promotes Our Mission: To preserve and protect our community and its exceptional quality of life through thoughtful planning, within the constraints of fiscally responsible government. BACKGROUND: Proposition 64, known as the “Adult Use of Marijuana Act” (“AUMA”) has qualified for the November 8, 2016 ballot. The Act has two primary components: (1) a right to non- 8 Packet Pg. 54 medical/recreational marijuana use, possession, and cultivation, and (2) a state licensing and taxing scheme for non-medical/recreational marijuana businesses similar to those licensed by the state under the Medical Marijuana Regulation and Safety Act (MMRSA). The AUMA also reduces criminal penalties for specified marijuana crimes, including possession and use of marijuana by minors. If approved by the voters at the November 8, 2016 election, the AUMA would be effective immediately. The AUMA gives cities and counties some authority to regulate and even ban some of these activities, and although there is no deadline for cities and counties to adopt regulations or bans, the City should quickly adopt an ordinance that would be in place by November 8, 2016 in order to prevent nonmedical outdoor marijuana cultivation and non-medical commercial cannabis activity from legally occurring within the City. On September 29, 2016, the Planning Commission conducted a public hearing and adopted a Resolution recommending that the City Council adopt the attached regular ordinance adding non-medical marijuana cultivation and non-medical marijuana commercial activity to the City’s existing prohibition on medical marijuana cultivation and commercial activity to be effective only if the Adult Use of Marijuana Act is approved by the voters this November. In addition, attached for the Council’s immediate adoption is an Urgency Ordinance that will become effective upon its adoption. The Urgency Ordinance also contains language that should Proposition 64 not pass, the Ordinance is automatically revoked. DISCUSSION: Non-medical/Recreational Use and Cultivation of Marijuana The AUMA decriminalizes the possession, processing, transporting, purchasing, obtaining or giving away of not more than 28.5 grams of marijuana or 8 grams of marijuana in the form of concentrated by persons 21 years of age or older.1 It also permits persons 21 year and older to cultivate up to 6 plants indoors or outdoors on the grounds of a private residence; although, Health and Safety Code section 11362.2 added by the Act would limit the total number of plants grown at any one single private residence (which is defined to include a house, apartment unit, mobile home, or other similar dwelling) to no more than six (6) plants. The AUMA specifically prohibits cities and counties from completely prohibiting indoor cultivation for non-medical use, but allows cities and counties to completely ban cultivation outdoors upon the grounds of a private residence.2 The AUMA also expressly allows cities and counties to enact and enforce reasonable regulations to regulate the indoor cultivation of marijuana for non-medical use. 3 Also of note, the AUMA prohibits smoking or ingesting marijuana or marijuana products in the following places: In any public place (unless inside a business that is authorized by state and local law to allow use of marijuana on its premises); In places where smoking tobacco is prohibited; 8 Packet Pg. 55 Within 1,000 feet of a school, day care center, or youth center while children are present, except in or upon the grounds of a private residence or inside a business that is authorized by state and local law to allow the use of marijuana on its premises; and While driving in, operating, or riding in a motor vehicle, boat, vessel, aircraft or other vehicle.4 The AUMA also allows cities, counties and public employers to maintain a drug and alcohol free workplace and to have policies prohibiting the use of marijuana by employees and prospective employees.5 The City should therefore review its current personnel policies related to the use of drugs and make sure marijuana use is addressed. City Authority to Regulate Nonmedical Use and Cultivation of Marijuana The AUMA specifically allows cities to ban outdoor cultivation of non-medical marijuana at private residences. Cities may also adopt reasonable regulations on the indoor cultivation of non-medical marijuana. However, since under AUMA, all persons over 21 years of age will be permitted to cultivate marijuana inside their private residence (up to a total of 6 plants at a single private residence), the City should amend its existing marijuana cultivation ordinance to permit this activity to be effective only if AUMA passes. Non-medical Marijuana Businesses The second primary component of the AUMA is a newly established state licensing and regulation scheme for commercial non-medical marijuana businesses, similar to the categories of businesses permitted under the MMRSA.6 The AUMA renames the Bureau of Medical Marijuana Regulation the Bureau of Marijuana Control and charges them with issuing licenses to marijuana-related retail, manufacturing, distribution, transport, dispensary and delivery businesses catering to recreational users in addition to licensing medical marijuana businesses.7 The Department of Food and Agriculture is tasked with issuing licenses to non-medical marijuana cultivation businesses. The AUMA requires all state licensing authorities to issue licenses by January 1, 2018.8 The AUMA permits local jurisdictions to adopt and enforce local ordinances to regulate recreational marijuana businesses, including local zoning and land use requirements, business license requirements, and requirements related to reducing exposure to second hand smoke. The AUMA also expressly authorizes cities and counties to completely prohibit the establishment or operation of businesses within their jurisdictions.9 The AUMA imposes a 15% state tax on the retail sales of non-medical marijuana. Funds from the tax will be used in part to fund research on the health effects of marijuana. The AUMA does not prohibit local taxes of non-medical marijuana.10 Also of note, under the AUMA non-medical marijuana businesses may not locate within 8 Packet Pg. 56 600 feet from schools, day care centers, or youth centers.11 City Authority to Regulate Non-medical Marijuana Businesses The City may regulate or completely ban non-medical marijuana businesses. Since the state will not begin licensing until January 1, 2018 under AUMA, there is adequate time for the City to evaluate whether to ban or allow with regulations these types of businesses. If the City determines to allow and regulate these types of businesses, staff will develop draft regulations that are consistent with state law requirements. The City may also consider adopting a local tax on the sales of marijuana. If Grand Terrace determines to ban non-medical marijuana businesses, staff can draft the appropriate enactments. Currently, the City of Grand Terrace’s Municipal Code prohibits both medical and recreational marijuana cultivation, and prohibits some but not all commercial cannabis activity with respect to medical cannabis only,12 but the prohibition on recreational non- medical cultivation should be more explicit. Recreational commercial cannabis activity is not currently prohibited by the municipal code, so if the AUMA passes this November, recreational marijuana businesses could legally operate within the City if a prohibition is not put in place before then. The public health and safety element of the City’s General Plan recognizes the risk posed by urban fires caused by sources within structures, and the land use element recognizes the need for balanced growth of employment opportunities. The recommended ordinance is consistent with these principles since unlicensed marijuana cultivation, processing, and distribution could swell to disproportionate levels and cause a substantial increase in the risk of urban fires. Attached are the enactments necessary to comply with the General Plan and preserve the status quo: an ordinance that will add non-medical marijuana cultivation and commercial activity to the existing ban on medical marijuana cultivation and activity. The ordinance includes a provision that authorizes indoor recreational cultivation as authorized by state law, to be effective only if AUMA passes and to be repealed automatically if AUMA fails. PUBLIC NOTICE: Notice of the public hearing was published in the Grand Terrace City News and posted in three public places in accordance with state law. ENVIRONMENTAL REVIEW: Pursuant to Section 15061(b)(3) of the Guidelines for Implementation of the California Environmental Quality Act (CEQA) of 1970, as amended, the adoption of Zoning Code Amendment 16-03 contemplated by the proposed ordinance is exempt from environmental review as there is no possibility that the ordinance would have a significant effect on the environment as the ordinance only proposes to establish marijuana regulations. CONCLUSION 8 Packet Pg. 57 Polls are showing that the AUMA has enough support to pass at the November 8, 2016 election. To comply with the principles of the City’s General Plan, the Planning Commission should recommend adoption of an ordinance that would add non-medical marijuana cultivation and commercial activities to the existing ban on medical marijuana cultivation and activities to be effective in the event that AUMA passes this November. ATTACHMENTS:  List of Endnotes (DOCX)  Ordinance AUMA MJ Regular Ban_10.17.2016 (DOCX)  Grand Terrace AUMA MJ Urgency Ban_10.17.2016 (DOCX) APPROVALS: Sandra Molina Completed 10/17/2016 12:07 PM Finance Completed 10/18/2016 12:59 PM City Attorney Completed 10/18/2016 3:02 PM Sandra Molina Completed 10/18/2016 5:32 PM City Manager Completed 10/19/2016 2:03 PM City Council Pending 10/25/2016 6:00 PM 8 Packet Pg. 58 List of Endnotes 1 Proposed Health and Safety Code section 11362.1. 2 Proposed Health and Safety Code section 11362.2(b)(2) and (3). 3 Proposed Health and Safety Code section 11362.2(b)(1). 4 Proposed Health and Safety Code section 11362.3. 5 Prospective Health and Safety Code section 11362.45. 6 Proposed Business and Professions Code sections 26000 et. seq. 7 Proposed Business and Professions Code section 26010. 8 Proposed Business and Professions Code section 26012(c). 9 Proposed Business and Professions Code section 26200. 10 Proposed Revenue and Taxation Code sections 34021 and 34021.5. 11 Proposed Business and Professions Code section 26054. 12 Grand Terrace Municipal Code Sections 18.91.030-040. 8.a Packet Pg. 59 At t a c h m e n t : L i s t o f E n d n o t e s ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) ORDINANCE NO. AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GRAND TERRACE, CALIFORNIA, DETERMINING THIS AMENDMENT IS EXEMPT PURSUANT TO SECTION 15061(b)(3) OF THE CALIFORNIA ENVIRONMENTAL QUALITY ACT AND AMENDING THE GRAND TERRACE MUNICIPAL CODE BY REPEALING AND REPLACING IN ITS ENTIRETY CHAPTER 18.91 (MARIJUANA REGULATIONS) OF TITLE 18 RELATING TO MARIJUANA ACTIVITY. WHEREAS, the City of Grand Terrace, pursuant to its police power, may adopt regulations to protect the health, safety and welfare of the public, Cal. Const. art. XI, § 7, Cal. Govt. Code § 37100, and thereby is authorized to declare what use and condition constitutes a public nuisance; and WHEREAS, Government Code Section 38771 authorizes the City through its legislative body to declare actions and activities that constitute a public nuisance; and WHEREAS, in 1970, Congress enacted the Controlled Substances Act (21 U.S.C. Section 801 et seq.) which, among other things, makes it illegal to import, manufacture, distribute, possess, or use marijuana for any purpose in the United States and further provides criminal penalties for marijuana possession, cultivation and distribution; and WHEREAS, the People of the State of California have enacted Proposition 215, the Compassionate Use Act of 1996 (codified at Health and Safety Code Section 11362.5 et seq.) (the “CUA”), which exempts qualified patients and their primary caregivers from criminal prosecution under enumerated Health and Safety Code sections for use of marijuana for medical purposes; and WHEREAS, the California Legislature enacted Senate Bill 420 in 2003, the Medical Marijuana Program Act (codified at Health and Safety Code Section 11362.7 et seq.) (the “MMPA”), as amended, which created a state-wide identification card scheme for qualified patients and primary caregivers; and WHEREAS, on October 11, 2015, the Governor signed into law Senate Bill 643, Assembly Bill 266, and Assembly Bill 243, collectively referred to as the Medical Marijuana Regulation and Safety Act (“MMRSA”), effective January 1, 2016, which established a state licensing system for medical marijuana cultivation, manufacturing, delivery, and dispensing, regulating these activities with licensing requirements and regulations that are only applicable if cities and counties also permit marijuana cultivation, manufacturing, dispensing, and delivery within their jurisdictions. Effective June 27, 2016, SB 837 changed the name of the Medical Marijuana Regulation and Safety Act to the Medical Cannabis Regulation and Safety Act (“MCRSA”). Under the MCRSA, cities and counties may continue to regulate and/or prohibit medical marijuana 8.b Packet Pg. 60 At t a c h m e n t : O r d i n a n c e A U M A M J R e g u l a r B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) cultivation, manufacturing, dispensing, and delivery, consistent with their respective police powers, in which case the new law would not allow or permit these activities within the cities and counties where such activities are not otherwise permitted; and WHEREAS, the City of Grand Terrace enacted Ordinance No. 288 in 2016, which prohibited various types of uses related to medical marijuana; and WHEREAS, on February 3, 2016, Assembly Bill 21 (Wood) was signed by the Governor, amending provisions of MCRSA pertaining to cultivation licenses by eliminating a March 1, 2016 deadline for local jurisdictions for the promulgation of cultivation regulations or cultivation bans other local jurisdictions would lose the ability to regulate to the State. Assembly Bill 21 also modified language in Health & Safety Code section 11362.777(g), which pertained to exemptions from licensing requirements for qualified patients and caregivers. The prior language, which specifically stated that local governments retained the right to prohibit cultivation without exception, was revised to state: “Exemption from the requirements of this section does not limit or prevent a city, county, or city and county from exercising its police authority under Section 7 of Article XI of the California Constitution.”; and WHEREAS, notwithstanding the CUA, the MMPA, and the MCRSA as amended, marijuana remains a schedule I substance pursuant to California Health & Safety Code § 11054 (d) (13); and WHEREAS, marijuana also remains a schedule I substance pursuant to federal law, 21 U.S.C. § 812, Schedule 1 (c) (10), and federal law does not provide for any medical use defense or exception (Gonzales v. Raich, 545 U.S. 1 (2005); United States v. Oakland Cannabis Buyers’ Coop., 532 U.S. 483 (2001)); and WHEREAS, the California Supreme Court has established that neither the CUA nor the MMPA preempt local regulation in the case of City of Riverside v. Inland Empire Patients Health and Wellness Center, Inc., 56 Cal.4th 729 (2013); and WHEREAS, the MMRSA expressly allows cities and counties to ban marijuana cultivation consistent with current state law including the Maral v. City of Live Oak, 242 Cal.App.4th 940 (2013); and WHEREAS, on November 8, 2016, the electorate of the State of California will vote on Proposition 64 (“Prop 64”), to approve or not approve the Adult Use of Marijuana Act (“AUMA”), to be codified in California Health and Safety Code at various sections and in California Business and Professions Code at various sections. The AUMA, if enacted, will allow adults 21 and over to use, possess, and cultivate limited amounts of marijuana, establishes a state licensing and regulatory scheme for marijuana businesses serving the recreational market; and will expressly allow local jurisdictions to prohibit outdoor cultivation of marijuana for personal use, to regulate indoor cultivation of marijuana for personal use, and to prohibit all non-medical and recreational marijuana businesses from locating and operating within their jurisdictions; and 8.b Packet Pg. 61 At t a c h m e n t : O r d i n a n c e A U M A M J R e g u l a r B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) WHEREAS, this Ordinance shall only become effective if Prop 64 is passed by a majority of the electorate at the November 8, 2016 statewide election. If Prop 64 passes, this Ordinance shall become effective immediately, and the regulations contained herein shall take full force and effect immediately. If Prop 64 does not pass, then this Ordinance shall be automatically revoked on the date the official election results of the State of California have been certified. WHEREAS, possession of marijuana and concentrated marijuana is governed by State law. California Health and Safety Code, Section 11357 sets forth the criminal punishment or adjudication for possession of marijuana and concentrated cannabis in violation of State law; and WHEREAS, the City Council of the City of Grand Terrace finds that it is in the interest of the health, safety and welfare of the City to make explicit that, to the extent allowable under state law, all marijuana related use and activity of any kind as set forth herein, whether medical, recreational, or otherwise, is prohibited everywhere in the City and is a public nuisance per se, consistent with State law, and WHEREAS, the City Council of the City of Grand Terrace finds and clarifies this prohibition does not apply to prohibit qualified patients and persons with identification cards to cultivate indoors, possess, and use marijuana for their own personal medical purposes only, as permitted by state law; but that nothing herein shall be construed to authorize qualified patients to engage in the collective cultivation of marijuana as described by Health and Safety Code section 11362.775, nor are they permitted to cultivate marijuana above limits established by State law and guidelines for their own personal use; and WHEREAS, the City of Grand Terrace, pursuant to the provisions of the California Environmental Quality Act (“CEQA”) (California Public Resources Code Sections 21000 et seq.) and State CEQA guidelines (Sections 15000 et seq.) has determined that the Ordinance is exempt pursuant to Section 15061(b)(3) of Title 14 the California Code of Regulations; and WHEREAS, the City Council finds that the provisions of this Ordinance are consistent with the City of Grand Terrace’s General Plan; and WHEREAS, all legal prerequisites prior to the adoption of this ordinance have occurred. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF GRAND TERRACE DOES HEREBY ORDAIN AS FOLLOWS: SECTION 1. The City Council finds that above findings/recitals are true and correct. SECTION 2. The proposed amendment will not be detrimental to the health, safety, morals, comfort or general welfare of the persons residing or working within the neighborhood of the proposed amendment or within the city or injurious to property or improvements in the neighborhood or within the city. 8.b Packet Pg. 62 At t a c h m e n t : O r d i n a n c e A U M A M J R e g u l a r B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) SECTION 3. The proposed amendment is consistent with the latest adopted general plan. SECTION 4. Chapter 18.91 (“Marijuana Regulations”) of Title 18 (“Zoning”) of the Grand Terrace Municipal Code is repealed in its entirety and shall be replaced with the following: “Chapter 18.91 – Marijuana Regulations Section 18.91.010 – Purpose and findings. The City Council of the City of Grand Terrace hereby finds and determines that it is the purpose and intent of this chapter to prohibit medical and non-medical commercial cannabis activity, including cultivation, possession, manufacture, processing, storing, laboratory testing, labeling, transporting, distribution, and sale of non-medical cannabis products and medical cannabis products within the meaning of California Business and Professions Code Section 19300 et seq, and to prohibit personal marijuana cultivation outdoors, to the extent permitted by state law, in order to promote the health, safety, morals and general welfare of the residents and the businesses within the city. Section 18.91.020 - Applicability. A. Nothing in this chapter is intended, nor shall it be construed, to burden any defense to criminal prosecution under the Compassionate Use Act. B. All the provisions of this chapter shall apply to all property, public and private, within the city. C. All the provisions of this chapter shall apply indoors and outdoors. D. Nothing in this chapter is intended, nor shall it be construed, to conflict with the Medical Cannabis Regulation and Safety Act, the Adult Use of Marijuana Act, or any other applicable state law. Section 18.91.030 - Definitions. A. “Commercial cannabis activity” shall mean the cultivation, possession, manufacture, processing, storing, laboratory testing, labeling, transporting, distribution, or sale of marijuana and marijuana products, including medical and non-medical marijuana, non-medical cannabis products and medical cannabis products within the meaning of California Business and Professions Code Section 19300 et seq. A. "Marijuana" shall have the same definition as that set forth in California Health and Safety Code Section 11018. B. "Marijuana cultivation" shall mean the planting, growing, harvesting drying or processing of marijuana plants or any part thereof for any purpose, including medical marijuana and non-medical recreational marijuana, and shall include both indoor and outdoor cultivation. 8.b Packet Pg. 63 At t a c h m e n t : O r d i n a n c e A U M A M J R e g u l a r B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) C. "Medical marijuana" shall mean marijuana used for medical purposes in accordance with California Health and Safety Code section 11362.5. F. "Operation" means any effort to locate, operate, own, lease, supply, allow to be operated, or aid, abet or assist in the operation of commercial cannabis activity. G. "Person" means any person, firm, corporation, association, club, society, or other organization. The term person shall include any owner, manager, proprietor, employee, volunteer or salesperson. 18.91.040 – Commercial cannabis activity prohibited A. Commercial cannabis activity by any person, including primary caregivers, qualified patients and dispensaries, is prohibited in all zoning districts within the City of Grand Terrace. B. Delivery of all marijuana and marijuana products, to locations within City, whether for medical or non-medical use, is prohibited. C. Outdoor marijuana cultivation by any person, including primary caregivers and qualified patients, for any purpose including medical or non-medical (recreational) purposes is prohibited in all zoning districts within the City of Grand Terrace. D. Cultivation of marijuana indoors, as authorized by state law, shall be permitted within private residences by persons 21 years of age or older, provided that the cultivation is conducted in compliance with state law. No person shall cultivate more marijuana plants indoors than is expressly authorized by Health and Safety Code section 11362.2. Section 18.91.050 - Declaration of public nuisance. Any use, structure, or property that is altered, enlarged, erected, established, maintained, moved, or operated contrary to the provisions of this chapter, is hereby declared to be unlawful and a public nuisance and may be abated by the city through civil proceedings by means of a restraining order, preliminary or permanent injunction, or in any other manner provided by law for the abatement of such nuisances, including but not limited to the remedies provided for in Section 18.45.050 of this code. Section 18.91.060 - Violations. A. Violations of this chapter shall be subject to administrative penalties pursuant to Chapter 1.05 of this Code and other civil remedies as be available under state and/or federal law. B. This chapter is not the exclusive means for the abatement of illegal marijuana businesses or activity within the city of Grand Terrace. The remedies set forth pursuant to this section shall be in addition to any other existing remedies for 8.b Packet Pg. 64 At t a c h m e n t : O r d i n a n c e A U M A M J R e g u l a r B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) violations of the Zoning Code, including but not limited to, any action at law or equity.” SECTION 5. Pursuant to the provisions of the California Environmental Quality Act (“CEQA”) (California Public Resources Code Sections 21000 et seq.) and State CEQA guidelines (Sections 15000 et seq.) this Ordinance is exempt pursuant to Section 15061(b)(3) of Title 14 the California Code of Regulations. SECTION 6. Any provision of the Grand Terrace Municipal Code or appendices thereto inconsistent with the provisions of the Ordinance, to the extent of such inconsistencies and no further, are repealed or modified to that extent necessary to affect the provisions of this Ordinance. SECTION 7. If any section, subsection, sentence, clause, phrase, or portion of this Ordinance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council of the City of Grand Terrace hereby declares that it would have adopted this Ordinance and each section, subsection, sentence, clause, phrase or portion thereof irrespective of the fact that any one or more sections, subsections, sentences, clauses, phrases, or portions be declared invalid or unconstitutional. SECTION 8. Severability. If any provision of this ordinance or the application thereof to any person or circumstance is held invalid, the remainder of the ordinance and the application of such provision to other persons or circumstances shall not be affected thereby. SECTION 8. The Mayor shall sign and the City Clerk shall attest to the passage of this Ordinance. The City Clerk shall cause the same to be published once in the official newspaper within 15 days after its adoption. This Ordinance shall become effective 30 days from its adoption. PASSED, APPROVED AND ADOPTED this ____ day of ____________, 2016. ATTEST: ____________________________ ______________________________ Pat Jacquez-Nares Darcy McNaboe City Clerk Mayor 8.b Packet Pg. 65 At t a c h m e n t : O r d i n a n c e A U M A M J R e g u l a r B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) I, Patricia Jacquez-Nares, City Clerk of the City of Grand Terrace, do hereby certify that the foregoing Ordinance was introduced and adopted at a regular meeting of the City Council of the City of Grand Terrace held on the ___ day of _______, 2016. AYES: NOES: ABSENT: ABSTAIN: ___________________________________ Pat Jaquez-Nares City Clerk Approved as to form: ___________________________________ Richard L. Adams, II City Attorney 8.b Packet Pg. 66 At t a c h m e n t : O r d i n a n c e A U M A M J R e g u l a r B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) 8.b Packet Pg. 67 At t a c h m e n t : O r d i n a n c e A U M A M J R e g u l a r B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) PAGE INTENTIONALLY LEFT BLANK ORDINANCE NO. AN URGENCY ORDINANCE OF THE CITY OF GRAND TERRACE PURSUANT TO GOVERNMENT CODE SECTION 36937 DETERMINING THIS AMENDMENT EXEMPT PURSUANT TO SECTION 15061(b)(3) OF THE CALIFORNIA ENVIRONMENTAL QUALITY ACT AND AMENDING THE GRAND TERRACE MUNICIPAL CODE BY REPEALING AND REPLACING IN ITS ENTIRETY CHAPTER 18.91 (MARIJUANA REGULATIONS) RELATING TO MARIJUANA ACTIVITY FOR THE IMMEDIATE PRESERVATION OF THE PUBLIC PEACE, HEALTH AND SAFETY WHEREAS, the City of Grand Terrace, pursuant to its police power, may adopt regulations to protect the health, safety and welfare of the public, Cal. Const. art. XI, § 7, Cal. Govt. Code § 37100, and thereby is authorized to declare what use and condition constitutes a public nuisance; and WHEREAS, Government Code Section 38771 authorizes the City through its legislative body to declare actions and activities that constitute a public nuisance; and WHEREAS, in 1970, Congress enacted the Controlled Substances Act (21 U.S.C. Section 801 et seq.) which, among other things, makes it illegal to import, manufacture, distribute, possess, or use marijuana for any purpose in the United States and further provides criminal penalties for marijuana possession, cultivation and distribution; and WHEREAS, the People of the State of California have enacted Proposition 215, the Compassionate Use Act of 1996 (codified at Health and Safety Code Section 11362.5 et seq.) (the “CUA”), which exempts qualified patients and their primary caregivers from criminal prosecution under enumerated Health and Safety Code sections for use of marijuana for medical purposes; and WHEREAS, the California Legislature enacted Senate Bill 420 in 2003, the Medical Marijuana Program Act (codified at Health and Safety Code Section 11362.7 et seq.) (the “MMPA”), as amended, which created a state-wide identification card scheme for qualified patients and primary caregivers; and WHEREAS, on October 11, 2015, the Governor signed into law Senate Bill 643, Assembly Bill 266, and Assembly Bill 243, collectively referred to as the Medical Marijuana Regulation and Safety Act (“MMRSA”), effective January 1, 2016, which established a state licensing system for medical marijuana cultivation, manufacturing, delivery, and dispensing, regulating these activities with licensing requirements and regulations that are only applicable if cities and counties also permit marijuana cultivation, manufacturing, dispensing, and delivery within their jurisdictions. Effective June 27, 2016, SB 837 changed the name of the Medical Marijuana Regulation and 8.c Packet Pg. 68 At t a c h m e n t : G r a n d T e r r a c e A U M A M J U r g e n c y B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) Safety Act to the Medical Cannabis Regulation and Safety Act (“MCRSA”). Under the MCRSA, cities and counties may continue to regulate and/or prohibit medical marijuana cultivation, manufacturing, dispensing, and delivery, consistent with their respective police powers, in which case the new law would not allow or permit these activities within the cities and counties where such activities are not otherwise permitted; and WHEREAS, the City of Grand Terrace enacted Ordinance 288 in 2016, which prohibited various types of uses related to medical marijuana; and WHEREAS, on February 3, 2016, Assembly Bill 21 (Wood) was signed by the Governor, amending provisions of MCRSA pertaining to cultivation licenses by eliminating a March 1, 2016 deadline for local jurisdictions for the promulgation of cultivation regulations or cultivation bans other local jurisdictions would lose the ability to regulate to the State. Assembly Bill 21 also modified language in Health & Safety Code section 11362.777(g), which pertained to exemptions from licensing requirements for qualified patients and caregivers. The prior language, which specifically stated that local governments retained the right to prohibit cultivation without exception, was revised to state: “Exemption from the requirements of this section does not limit or prevent a city, county, or city and county from exercising its police authority under Section 7 of Article XI of the California Constitution.”; and WHEREAS, notwithstanding the CUA, the MMPA, and the MCRSA as amended, marijuana remains a schedule I substance pursuant to California Health & Safety Code § 11054 (d) (13); and WHEREAS, marijuana also remains a schedule I substance pursuant to federal law, 21 U.S.C. § 812, Schedule 1 (c) (10), and federal law does not provide for any medical use defense or exception (Gonzales v. Raich, 545 U.S. 1 (2005); United States v. Oakland Cannabis Buyers’ Coop., 532 U.S. 483 (2001)); and WHEREAS, the California Supreme Court has established that neither the CUA nor the MMPA preempt local regulation in the case of City of Riverside v. Inland Empire Patients Health and Wellness Center, Inc., 56 Cal.4th 729 (2013); and WHEREAS, the MMRSA expressly allows cities and counties to ban marijuana cultivation consistent with current state law including the Maral v. City of Live Oak, 242 Cal.App.4th 940 (2013); and WHEREAS, on November 8, 2016, the electorate of the State of California will vote on Proposition 64 (“Prop 64”), to approve or not approve the Adult Use of Marijuana Act (“AUMA”), to be codified in California Health and Safety Code at various sections and in California Business and Professions Code at various sections. The AUMA, if enacted, will allow adults 21 and over to use, possess, and cultivate limited amounts of marijuana, establishes a state licensing and regulatory scheme for marijuana businesses serving the recreational market; and will expressly allow local jurisdictions to prohibit outdoor cultivation of marijuana for personal use, to regulate indoor cultivation of marijuana for personal use, and to prohibit all non-medical and 8.c Packet Pg. 69 At t a c h m e n t : G r a n d T e r r a c e A U M A M J U r g e n c y B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) recreational marijuana businesses from locating and operating within their jurisdictions; and WHEREAS, this Ordinance shall only become effective if Prop 64 is passed by a majority of the electorate at the November 8, 2016 statewide election. If Prop 64 passes, this Ordinance shall become effective immediately, and the regulations contained herein shall take full force and effect immediately. If Prop 64 does not pass, then this Ordinance shall be automatically revoked on the date the official election results of the State of California have been certified. WHEREAS, possession of marijuana and concentrated marijuana is governed by State law. California Health and Safety Code, Section 11357 sets forth the criminal punishment or adjudication for possession of marijuana and concentrated cannabis in violation of State law; and WHEREAS, the City Council of the City of Grand Terrace finds that it is in the interest of the health, safety and welfare of the City to make explicit that, to the extent allowable under state law, all marijuana related use and activity of any kind as set forth herein, whether medical, recreational, or otherwise, is prohibited everywhere in the City and is a public nuisance per se, consistent with State law, and WHEREAS, the City Council of the City of Grand Terrace finds and clarifies this prohibition does not apply to prohibit qualified patients and persons with identification cards to cultivate indoors, possess, and use marijuana for their own personal medical purposes only, as permitted by state law; but that nothing herein shall be construed to authorize qualified patients to engage in the collective cultivation of marijuana as described by Health and Safety Code section 11362.775, nor are they permitted to cultivate marijuana above limits established by State law and guidelines for their own personal use; and WHEREAS, the City of Grand Terrace, pursuant to the provisions of the California Environmental Quality Act (“CEQA”) (California Public Resources Code Sections 21000 et seq.) and State CEQA guidelines (Sections 15000 et seq.) has determined that the Ordinance is exempt pursuant to Section 15061(b)(3) of Title 14 the California Code of Regulations; and WHEREAS, the City Council finds that the provisions of this Ordinance are consistent with the City of Grand Terrace’s General Plan; and WHEREAS, the City has adopted a General Plan, including Land Use and Public Health and Safety Elements; and WHEREAS, the public health, safety and welfare is fully articulated in the City’s General Plan; and WHEREAS, Government Code Section 36937 provides for the adoption of an urgency ordinance for certain expressed purposes and by a vote of four-fifths (4/5) majority of the voting City Council members. 8.c Packet Pg. 70 At t a c h m e n t : G r a n d T e r r a c e A U M A M J U r g e n c y B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) WHEREAS, The City Council finds that there is a current and immediate threat to the public health, safety or welfare related to the passage of Proposition 64 for the following reasons: 1. The City of Grand Terrace has the authority, under its police power, to enact regulations for the public peace, morals, and welfare of the City; and 2. While the City has an existing ban on medical marijuana activities, without an effective ordinance in place that prohibits non-medical marijuana cultivation and nonmedical commercial cannabis activity prior to election day, if the AUMA is approved by the voters on November 8, 2016, unlicensed cultivation and distribution of nonmedical marijuana could legally occur within the City; and 3. The unlicensed cultivation and distribution of nonmedical marijuana within the City would conflict with the General Plan by negatively impacting the public peace, morals in several ways: (a) Public safety agencies, city residents, and other public entities have reported adverse impacts from marijuana cultivation, including disagreeable odors and release of pollen that can aggravate the respiratory system; increased risk of burglary and other property crimes; and acts of violence in connection with the commission of such crimes or the occupants' attempts to prevent such crimes. (b) The creation of persistent strong odors as marijuana plants mature and flower is offensive to many people, interferes with the use and enjoyment of property, and creates an attractive nuisance, alerting persons to the location of valuable marijuana plants and creating an increased risk of crime. (c) The unregulated cultivation of marijuana can adversely affect the health, safety and well-being of the city and its residents. Comprehensive regulation of premises used for marijuana cultivation and commercial activity is proper and necessary to avoid the risks of criminal activity, degradation of the natural environment, smells and indoor electrical fire hazards that may result from unregulated marijuana cultivation and processing, especially if the amount of marijuana cultivated or processed on a single premises is not regulated and substantial amounts of marijuana can be cultivated or processed in a concentrated place. (d) The indoor cultivation of substantial amounts of marijuana also frequently requires excessive use of electricity, which often creates an 8.c Packet Pg. 71 At t a c h m e n t : G r a n d T e r r a c e A U M A M J U r g e n c y B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) unreasonable risk of fire from the electrical grow lighting systems used in indoor cultivation. (e) Children are particularly vulnerable to the effects of marijuana use, and the presence of marijuana plants has proven to be an attractive nuisance for children, creating an unreasonable hazard in areas frequented by children including hospitals, schools, church parks or playgrounds, childcare centers, recreation centers or youth centers. Cultivation or distribution of any amount of marijuana at, or near these sensitive uses presents unique risks that the marijuana plants or products may be observed by juveniles, and therefore be especially vulnerable to theft or recreational consumption by juveniles. Further, the potential for criminal activities associated with marijuana cultivation and distribution in such locations poses heightened risks that juveniles will be involved or endangered. Therefore, cultivation or distribution of any amount of marijuana in such locations or premises is especially hazardous to public safety and welfare, and to the protection of children and the person(s) cultivating or distributing the marijuana plants or marijuana products. (f) The cultivation and commercial distribution of marijuana in other cities has resulted in calls for service to the police department, including calls for robberies thefts, and physical assaults from marijuana that is grown outdoors; (g) Marijuana growth and commercial cannabis activity pose significant safety risks for surrounding neighbors, including but not limits to, risks of violent confrontation in connection with attempts to steal marijuana, risk of fire from improperly wired electrical lights within structures growing marijuana, risk of guard dogs and security measures associated with structures and properties growing, processing and distributing marijuana. WHEREAS, all legal prerequisites prior to the adoption of this ordinance have occurred. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF GRAND TERRACE DOES HEREBY ORDAIN AND ADOPT BY AT LEAST A FOUR-FIFTHS VOTE THIS URGENCY ORDINANCE PURSUANT TO CALIFORNIA GOVERNMENT CODE SECTION 63937 AS FOLLOWS: SECTION 1. The City Council finds that above findings/recitals are true and correct. SECTION 2. The proposed amendment will not be detrimental to the health, safety, morals, comfort or general welfare of the persons residing or working within the neighborhood of the proposed amendment or within the city or injurious to property or improvements in the neighborhood or within the city. 8.c Packet Pg. 72 At t a c h m e n t : G r a n d T e r r a c e A U M A M J U r g e n c y B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) SECTION 3. The proposed amendment is consistent with the latest adopted general plan. SECTION 4. Chapter 18.91 (“Marijuana Regulations”) of Title 18 (“Zoning”) of the Grand Terrace Municipal Code is repealed in its entirety and shall be replaced with the following: “Chapter 18.91 – Marijuana Regulations Section 18.91.010 – Purpose and findings. The City Council of the City of Grand Terrace hereby finds and determines that it is the purpose and intent of this chapter to prohibit medical and non-medical commercial cannabis activity, including cultivation, possession, manufacture, processing, storing, laboratory testing, labeling, transporting, distribution, and sale of non-medical cannabis products and medical cannabis products within the meaning of California Business and Professions Code Section 19300 et seq, and to prohibit personal marijuana cultivation outdoors, to the extent permitted by state law, in order to promote the health, safety, morals and general welfare of the residents and the businesses within the city. Section 18.91.020 - Applicability. A. Nothing in this chapter is intended, nor shall it be construed, to burden any defense to criminal prosecution under the Compassionate Use Act. B. All the provisions of this chapter shall apply to all property, public and private, within the city. C. All the provisions of this chapter shall apply indoors and outdoors. D. Nothing in this chapter is intended, nor shall it be construed, to conflict with the Medical Cannabis Regulation and Safety Act, the Adult Use of Marijuana Act, or any other applicable state law. Section 18.91.030 - Definitions. A. “Commercial cannabis activity” shall mean the cultivation, possession, manufacture, processing, storing, laboratory testing, labeling, transporting, distribution, or sale of marijuana and marijuana products, including medical and non-medical marijuana, non-medical cannabis products and medical cannabis products within the meaning of California Business and Professions Code Section 19300 et seq. A. "Marijuana" shall have the same definition as that set forth in California Health and Safety Code Section 11018. B. "Marijuana cultivation" shall mean the planting, growing, harvesting drying or processing of marijuana plants or any part thereof for any purpose, including medical marijuana and non-medical recreational marijuana, and shall include both indoor and outdoor cultivation. 8.c Packet Pg. 73 At t a c h m e n t : G r a n d T e r r a c e A U M A M J U r g e n c y B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) C. "Medical marijuana" shall mean marijuana used for medical purposes in accordance with California Health and Safety Code section 11362.5. F. "Operation" means any effort to locate, operate, own, lease, supply, allow to be operated, or aid, abet or assist in the operation of commercial cannabis activity. G. "Person" means any person, firm, corporation, association, club, society, or other organization. The term person shall include any owner, manager, proprietor, employee, volunteer or salesperson. 18.91.040 – Commercial cannabis activity prohibited A. Commercial cannabis activity by any person, including primary caregivers, qualified patients and dispensaries, is prohibited in all zoning districts within the City of Grand Terrace. B. Delivery of all marijuana and marijuana products, to locations within City, whether for medical or non-medical use, is prohibited. C. Outdoor marijuana cultivation by any person, including primary caregivers and qualified patients, for any purpose including medical or non-medical (recreational) purposes is prohibited in all zoning districts within the City of Grand Terrace. D. Cultivation of marijuana indoors, as authorized by state law, shall be permitted within private residences by persons 21 years of age or older, provided that the cultivation is conducted in compliance with state law. No person shall cultivate more marijuana plants indoors than is expressly authorized by Health and Safety Code section 11362.2. Section 18.91.050 - Declaration of public nuisance. Any use, structure, or property that is altered, enlarged, erected, established, maintained, moved, or operated contrary to the provisions of this chapter, is hereby declared to be unlawful and a public nuisance and may be abated by the city through civil proceedings by means of a restraining order, preliminary or permanent injunction, or in any other manner provided by law for the abatement of such nuisances, including but not limited to the remedies provided for in Section 18.45.050 of this code. Section 18.91.060 - Violations. A. Violations of this chapter shall be subject to administrative penalties pursuant to Chapter 1.05 of this Code and other civil remedies as be available under state and/or federal law. B. This chapter is not the exclusive means for the abatement of illegal marijuana businesses or activity within the city of Grand Terrace. The remedies set forth pursuant to this section shall be in addition to any other existing remedies for 8.c Packet Pg. 74 At t a c h m e n t : G r a n d T e r r a c e A U M A M J U r g e n c y B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) violations of the Zoning Code, including but not limited to, any action at law or equity.” SECTION 5. Urgency Clause. The City Council finds and declares that this ordinance is required for the immediate protection of the public health, safety and welfare as previously stated in this ordinance, and that this ordinance shall become effective immediately upon its adoption and will continue in full force and effect in accordance with Government Code 36937. SECTION 6. Any provision of the Grand Terrace Municipal Code or appendices thereto inconsistent with the provisions of the Ordinance, to the extent of such inconsistencies and no further, are repealed or modified to that extent necessary to affect the provisions of this Ordinance. SECTION 7. If any section, subsection, sentence, clause, phrase, or portion of this Ordinance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council of the City of Grand Terrace hereby declares that it would have adopted this Ordinance and each section, subsection, sentence, clause, phrase or portion thereof irrespective of the fact that any one or more sections, subsections, sentences, clauses, phrases, or portions be declared invalid or unconstitutional. SECTION 8. Severability. If any provision of this ordinance or the application thereof to any person or circumstance is held invalid, the remainder of the ordinance and the application of such provision to other persons or circumstances shall not be affected thereby. SECTION 7. Publication and effective date. The City Clerk shall certify to the adoption of this Ordinance and cause it to be published in a newspaper of general circulation within the City of Grand Terrace, pursuant to all legal requirements. This ordinance shall become effective immediately from and after its passage. However, if Prop 64 does not pass, then this Ordinance shall be automatically revoked on the date the official election results of the State of California have been certified. PASSED, APPROVED AND ADOPTED this ____ day of ____________, 2016. ATTEST: ____________________________ ______________________________ Pat Jacquez-Nares Darcy McNaboe City Clerk Mayor 8.c Packet Pg. 75 At t a c h m e n t : G r a n d T e r r a c e A U M A M J U r g e n c y B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) I, Patricia Jacquez-Nares, City Clerk of the City of Grand Terrace, do hereby certify that the foregoing Ordinance was introduced and adopted at a regular meeting of the City Council of the City of Grand Terrace held on the ___ day of _______, 2016. AYES: NOES: ABSENT: ABSTAIN: ___________________________________ Pat Jaquez-Nares City Clerk Approved as to form: ___________________________________ Richard L. Adams, II City Attorney 8.c Packet Pg. 76 At t a c h m e n t : G r a n d T e r r a c e A U M A M J U r g e n c y B a n _ 1 0 . 1 7 . 2 0 1 6 ( 2 0 4 1 : Z o n i n g C o d e A m e n d m e n t 1 6 - 0 3 N o n M e d i c a l M a r i j u a n a O r d i n a n c e ) This page left intentionally blank. AGENDA REPORT MEETING DATE: October 25, 2016 Council Item TITLE: Award of October 2016 Community Benefit Funds PRESENTED BY: Cynthia Fortune, Finance Director RECOMMENDATION: Approve the award of $2,000 from the City’s Community Benefits Fund to the Sycamore Mobile Park Home Park for the Beautification Project in the public right- of-way in the Park’s front entrance. 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. DISCUSSION: The City has received a new application from the following organizations: 1.Sycamore Mobile Home Park. SYCAMORE MOBILE HOME PARK 9 Packet Pg. 77 The Sycamore Mobile Home Park (Sycamore Park) is a mobile home park located at 22113 Grand Terrace Road. The applicant recently purchased the 2.8-acre Park, which contains 20 mobile homes. The long term goal of the Applicant is to upgrade the entire park and add mobile home units. The short term goal is to enhance the curb appeal of the Park. The applicant has installed decorative walls and pilasters, a decorative gate and tubular fencing along the property frontage. The Applicant would like to install landscaping in the area between the street curb and fencing. This area is the City’s parkway. To install landscaping the Applicant is required to submit a professionally prepared landscape and irrigation plan, which is then reviewed by the City’s consulting landscape architect, and a $2,500.00 deposit to cover the costs of plan checking. Project Title: Sycamore Park Beautification Project Project Activity: The owners of Sycamore Park are providing upgrades to their park which include a new entrance, a vehicle entrance gate, perimeter fencing and a trash enclosure. In addition, they would like to enhance their front entrance by installing new landscaping and irrigation in the City’s right-of-way (ROW) in front of the park. The City review of the landscaping and irrigation plan may cost up to $2,500. Public Purpose: This project will enhance the City’s ROW which the City may have had to complete in the future. Amount Requested: $2,000. Utilization of Funds: Funds will be used to offset the City landscaping review costs. RECOMMENDATION: After staff reviewed the application, it is recommended that City Council: 1. Approve the award of $2,000 of the City’s Community Benefits Fund to the Sycamore Mobile Home Park. Upon City Council approval, the applicants will comply with the following, if they have not already done so: 9 Packet Pg. 78 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 Sycamore Park’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 No. Account No. Account Title Balance as of Sept-2016 Proposed Grant Awards Balance 61 461-100 Youth Programs $9,329 0 $9,329 61 461-200 Art, Business & Service Org. $5,000 (2,000) $3,000 61 461-300 Community Waiver Requests $5,000 0 $5,000 61 461-400 Other Community Grants $5,000 0 $5,000 TOTAL $24,329 ($2,000) $22,329 ATTACHMENTS:  CBF 2016-17-002 - Sycamore Mobile Home Park (PDF) APPROVALS: Cynthia Fortune Completed 10/19/2016 3:13 PM Finance Completed 10/19/2016 3:57 PM City Attorney Completed 10/20/2016 11:05 AM City Manager Completed 10/20/2016 2:25 PM City Council Pending 10/25/2016 6:00 PM 9 Packet Pg. 79 CITY OF GRAND TERRACE C0~1MUNITY BENEFITS FUND (GT-CBF) Project/Activity Title: Project/ Activity Description (description of event the organization is seeking funding for) PROJECT INFORMATION Describe how the ~\S \>aje_e:\ 1N)\\ 6~Vtt\,'V\ce-..+ b~ufl project/activity is for a C\ V\ ~ V\J ~ s-e-vt y 1,A Vt vtA u V\-M t1 l Y\l-z1 lV\ .e.<A public purpose and \ ?":. 1 -n 'j') n ..-+\. benefits the residents and 4 ( ~ ti \J ~ q V' tA.M iA ,-e..rv-a.cc...... F-4 " 1 n ere....... or community of Grand ti\'( .e, VU) ~-t-W-e-\)\CWl~ ~ ~ C.iht 1--T_e_rra_c_e -----+-+_t> __ l M_\2¥"0 '\/£----\\'\ \ ~ rt £52 qf ~ Project/Activity Target Population: Project/Activity Date: Location of Project/ Activity: Detailed description of how the funds will be utilized. Negative Impact should funding not be approved: D Youth 0 Seniors D Women D Businesses D Disabled Persons D Yes Income 'fj Entire Community 'fv"'-tl~ lfJ '1\\ k \J~ -To \f\t\ff()·Je__ -t-Vte_ r LJ~ -o~ --v-J ~~ ) "' !f'f 6+ ot--1-h-L- b en~ iV\~\\~ JC1~-\1Yl . \t{t1~5Ct1 '\,, '(\j\:CT--r:}f'--WAy ~\\ be__ fY,MctYi,/, ~\v+-V\VLA dr"l t>lCw\-\3. ~~ Vl'\attr4./f-\ e_ ~~~~~~~~-~~~~~~~~~~~~~--~~ Submit completed application to: City of Grand Terrace City Manager's Office 22795 Barton Road Grand Terrace, CA 92313-5295 Attn: G. Harold Duffey City of Grand Terrace, 22795 Barton Road, Grand Terrace, CA 92313-5295 www.grandterrace-ca.gov 9.a Packet Pg. 80 At t a c h m e n t : C B F 2 0 1 6 - 1 7 - 0 0 2 - S y c a m o r e M o b i l e H o m e P a r k ( 2 0 4 9 : O c t o b e r 2 0 1 6 A w a r d o f C o m m u n i t y B e n e f i t F u n d s ) CITY OF G R A ND TERRACE C OMMU NITY B E N EFITS FUND (G T-CBF) ORGANIZATION INFORMATION Organization Name: (?y taW\oX--.e. '?otrk 1f jVV1 !(}~~~ li\J ;~ C6 ~-\it1tl$. Organization Mission: o re_ ·, ~ ~ ~ ~ c '(){ ~ l1. nc:::: __ C-\0--~ '~eU\tA±.if:~:J;..+\i..e... <±£.eeI a lo\\.q Gv4ll\J T-errace I Name: f\L -Organization Contact #1: vOO.e.:2_, Title: Mailing Address: 2/1 lo s . Lt1 I ;f OfV\ \'u\ +--Jer City, State, Zip Code W e s+ Co\l \ V\.6\ ,CA q11q"3 Phone & E-mail: f Phone: 31?J-J5".3-:1.&Ul E-mail: ~\ ~ 1.-.~t"'f \r\\J ,.CoW\ Organization Contact #2: Name: Title: Mailing Address: City, State, Zip Code - - Phone & E-mail: Phone: E-mail: Have you ever applied for funding through the City's D Yes ~No Community Benefit FUND (CBH) before? If yes, please list each time you've applied, the outcome, whether you were granted funding or not, the amount your organization originally requested and the amount approved, if any. Purpose of Request Amount Amount Prior Funding Requests Date Requested Approved (if any) (if any) 1. - - 2. 3. ---4. 5. - Date of Application: l \>/ D 13° \ 'U>\ \n - Requested Amount: ~~1b0 00 - City of Grand Terrace, 22795 Barton Road, Grand Terrace, CA 92313-5295 www.'lrandterrace-ca.gov 9.a Packet Pg. 81 At t a c h m e n t : C B F 2 0 1 6 - 1 7 - 0 0 2 - S y c a m o r e M o b i l e H o m e P a r k ( 2 0 4 9 : O c t o b e r 2 0 1 6 A w a r d o f C o m m u n i t y B e n e f i t F u n d s ) This page left intentionally blank. AGENDA REPORT MEETING DATE: October 25, 2016 Council Item TITLE: Formation of the Landscape & Lighting Assessment District 89-1, Annexation #3, Engineer’s Report, and Levy of Assessment PRESENTED BY: Yanni Demitri, Public Works Director RECOMMENDATION: 1. Adopt RESOLUTION NO. 2016-___, A RESOLUTION OF THE CITY COUNCIL OF THE CITY INITIATING PROCEEDINGS FOR AN ANNEXATION OF TERRITORY INTO THE 89-1 LANDSCAPING AND LIGHTING ASSESSMENT DISTRICT; 2. Receive and approve the engineer's report. 3. Receive and approve the Landowner’s consent. 4. Adopt RESOLUTION NO. 2016-___, A RESOLUTION OF THE CITY COUNCIL DECLARING ITS INTENTION TO ANNEX TERRITORY INTO THE 89-1 LIGHTING AND LANDSCAPING ASSESSMENT DISTRICT, ORDERING IMPROVEMENTS, AND DECLARING THE RIGHT TO LEVY AND COLLECT ASSESSMENTS, PURSUANT TO THE PROVISIONS OF DIVISION 15, PART 2 OF THE STREETS AND HIGHWAYS CODE OF THE STATE OF CALIFORNIA 2030 VISION STATEMENT: This staff report supports Goal #1 to “Ensure our fiscal viability” by ensuring appropriate cost recovery for services. BACKGROUND: As a condition of approval on Tract No. 18793, the developer was required to form a landscaping assessment district to fund the required landscaping maintenance, within the public right of way. As indicated within the engineer’s report, “is being proposed to provide funding for the maintenance of the landscaped areas, sidewalks, streetlights and street trees, within the parkway along Pico Street, within the street along Palomino Court and the perimeter wall adjacent to the Gage Canal. The assessment diagram (Exhibit “A”), illustrates the areas of landscape maintenance. After the acceptance of the landscaped parkway by the City, the assessment amount generated by this annexation will allow the City through the Assessment District to provide for the maintenance of these areas. It is recommended that the Council approve the annual assessment amount that includes sufficient funds to maintain the landscaping and the street lighting. The developer, Aegis Builders has submitted all 10 Packet Pg. 82 necessary documents for the formation of the assessment district. It is recommended that this assessment district be established at this time as insurance for well-maintained public right-of-way. The Landscaping and Lighting Act of 1972 permits the installation, maintenance and servicing of landscaping and lighting through annual special assessments on real property benefiting from the improvement. The 1972 Act allows the forming of an assessment district without holding a public hearing when all affected landowners give their written consent. The applicant has elected to proceed with the streamline process and has executed the landowner consent form to create the district and to waive the public hearing. In 1989, the City Council required developers of Tract 13364 to form an Assessment District for the purpose of maintaining the landscaping and lighting serving the project, as required by the conditions of approval. Subsequently, three other developments were required to be included in this program. The developments were annexed into the original assessment district as Annexation No. 1 and No 2. The 89-1 District boundaries of the Landscaping and Lighting Assessment District are the boundaries of Tract 13364. The boundaries of Annexation No. 1 and 2 are the boundaries of Tracts numbered 14264 and 14471, and 17766 respectively. The boundaries of this annexation, No. 3 is the boundaries of Tract No. 18793. For purposes of this report, 89-1 District and Annexation Nos. 1, 2, and 3 are jointly referred to as “Assessment District”. DISCUSSION: Servicing and administration of the City’s landscape maintenance program shall be according to the provisions of the Landscaping and Lighting Act of 1972, Part 2, Division 15, of the Streets and Highways Code of the State of California. The Proceedings will be conducted under the Landscaping and Lighting Act of 1972, Part 2, Division 15, Sections 22500 through 22679, of the Streets and Highways Code of the State of California. FISCAL IMPACT: The Engineer's Report has estimated the fiscal impact will be $454.17 per lot per year to maintain the landscaping, street trees, perimeter wall and streetlights of the Assessment District at this time. This amount will be reimbursed to the City through the collection of property taxes by the County of San Bernardino for each parcel. Therefore, there is no fiscal impact to the City's General Fund. ATTACHMENTS: 1 Order of Procedure 10 Packet Pg. 83 2 LandscapeLightingTractMap.pdf 3 Resolution 2016-_ 4. Engineer's Report 5 Resolution 2016-_ 6 Resolution 2016-_ ATTACHMENTS:  Engineer's Report Corrected 9-21-16 (DOC)  RESOLUTION Initiating Proceedings (DOCX)  RESOLUTION Confirming Annexation (DOCX)  TRACT MAP 18793 (PDF)  Exhibit F.PDF (PDF)  Landscape Plan L-5 (PDF) APPROVALS: Yanni Demitri Completed 10/19/2016 4:07 PM Finance Completed 10/19/2016 4:19 PM City Attorney Completed 10/20/2016 11:02 AM City Manager Completed 10/20/2016 2:25 PM City Council Pending 10/25/2016 6:00 PM 10 Packet Pg. 84 This page left intentionally blank. City of Grand Terrace Landscaping and Lighting Assessment District No. 89-1 Annexation #3 Charles Abbott Associates Contact: Richard Pedersen, P.E. Engineer’s Report Tract 18793 10.a Packet Pg. 85 At t a c h m e n t : E n g i n e e r ' s R e p o r t C o r r e c t e d 9 - 2 1 - 1 6 ( 2 0 4 8 : A n n e x a t i o n # 3 ) 2 Table of Contents Tract 17766 Sheet Exhibit Cover Sheet 1 Table of Contents 2 Annexation Overview Tract 18793 3 Assessment Diagram 4 “A” Tract 18793 Landscape Exhibit 5 “B” Estimated Annual Maintenance Cost 6,7 “C” Determined of Assessment amount 8 “D” Assessment Roll, Property owners list 9 “E” Landowner Consent 10 “F” 10.a Packet Pg. 86 At t a c h m e n t : E n g i n e e r ' s R e p o r t C o r r e c t e d 9 - 2 1 - 1 6 ( 2 0 4 8 : A n n e x a t i o n # 3 ) 3 City of Grand Terrace Landscaping and Lighting Assessment District No. 89-1 Annexation #3 Annexation Overview Annexation #3, for Tract 18793, to the Grand Terrace Landscaping and Lighting Assessment District No. 89-1 is being proposed to provide funding for the maintenance of the landscaped areas, sidewalks, streetlights and street trees, within the parkway along Pico Street, along Palomino Court and the perimeter wall adjacent to the Gage Canal. The landscaped areas top be maintained is within the 12’ wide parkway, an area between the street curb line and property line along Pico Street and within street tree easements along Palomino Court. Additionally the district will include the maintenance of the perimeter wall for graffiti abatement as shown on the assessment diagram (Exhibit “A”). This exhibit illustrates the areas to be improved by the developer and approved and accepted by the City of Grand Terrace. The maintenance area is approximately 389 feet x 12 feet for a total landscape surface area of 4,668 square feet along Pico Street, 12 street tree locations on Palomino Court, 1 streetlight on Pico Street, 2 streetlights on Palomino Court and 785’ along the perimeter wall adjacent to the Gage Canal. 10.a Packet Pg. 87 At t a c h m e n t : E n g i n e e r ' s R e p o r t C o r r e c t e d 9 - 2 1 - 1 6 ( 2 0 4 8 : A n n e x a t i o n # 3 ) 4 EXHIBIT “A” 10.a Packet Pg. 88 At t a c h m e n t : E n g i n e e r ' s R e p o r t C o r r e c t e d 9 - 2 1 - 1 6 ( 2 0 4 8 : A n n e x a t i o n # 3 ) 5 EXHIBIT “B” City of Grand Terrace Landscaping and Lighting Assessment District No. 89-1 Annexation #3 LANDSCAPE PLANS Landscape Plans and Specifications for the improvements are those prepared by BGE Landscape Design, dated May 1, 2016. These Plans and Specifications have been filed separately with the Clerk of the City of Grand Terrace and are incorporated by reference. In summary, the improvements consist of parkway landscaping, street trees and streetlights along the southern side of Pico Street, the streetlights and street trees along Palomino Court, both areas bounded by the face of curb and the City’s right-of-way / property line, and the perimeter wall along the Gage Canal. 10.a Packet Pg. 89 At t a c h m e n t : E n g i n e e r ' s R e p o r t C o r r e c t e d 9 - 2 1 - 1 6 ( 2 0 4 8 : A n n e x a t i o n # 3 ) 6 Exhibit C City of Grand Terrace Landscaping and Lighting Assessment District No. 89-1 Annexation #3 Estimated Annual Maintenance Cost Landscape Maintenance: The total landscape area along the adjacent to Pico Street is approximately 4,668 square feet. It is estimated that this area would cost $0.02 per square foot per month to maintain. Cost Estimate: 4,668 s.f. x $0.02 s.f./month x 12 month/year = $1120/year Tree Trimming/Pruning: An estimated cost of trimming the trees as needed. It is estimated that tree trimming is $65/per tree per year. It is estimated that tree trimming will be required in 5 years. Cost Estimate: 20 trees x $65/ x 1 time per year = $1,300/year Street Light: The electrical cost is based on the minimum monthly charge. Cost Estimate: $10/month x 3 streetlights x 12 month/year = $360/year Perimeter Wall: The cost to maintain the wall perimeter wall for graffiti abatement. Cost Estimate: $50/month x 12 months= $600/year Publishing, Noticing, Miscellaneous: An amount of $200 per year is assigned for the proportionate share of the subject incidental costs. Cost Estimate: $200/year. Contingencies, Administration: An amount for the incidental costs for contingencies including engineering and legal administration. This amount is an estimate based upon the Annual Engineer’s Report for Assessment District 89-1. Legal: $1000 Engineering: $850 Auditor Controller: $20 Cost Estimate: $1,870/year 10.a Packet Pg. 90 At t a c h m e n t : E n g i n e e r ' s R e p o r t C o r r e c t e d 9 - 2 1 - 1 6 ( 2 0 4 8 : A n n e x a t i o n # 3 ) 7 Estimated Annual Maintenance Cost (continued) Annual Cost Estimate Summary: Landscape Maintenance $1,120/year Tree Trimming/Pruning: $1,300/year Street Light: $360/year Perimeter Wall: $600/year Publishing, Noticing, Miscellaneous: $200/year Contingencies, Administration: $1,870/year TOTAL $5,450/year Total Regular Annual Maintenance Cost Estimate: $5,450/year CAPITAL RESERVE COST ESTIMATE Irrigation, Landscaping, and Lighting - major repair or replacement cost estimate: A Capital Reserve is added the annual assessment to cover non-routine maintenance costs. In the event that any or all components of Annexation #3 need replacement or major repairs, which is above and beyond the regular annual maintenance activities, which exceed the regular annual maintenance cost, the Capital Reserve will be utilized. The landscape area consists of 4,668 square feet. Cost Estimate: Initial Installation cost: $10,000. The Annualized Capital Reserve Cost along with the Regular Annual Maintenance cost establishes the Maximum Annual Assessment. Capital Reserve Assessment Estimate (assumed 20 year life): Improvement Construction Cost Annual Reserve Amount Irrigation & Landscaping $10,000 x 5% $500/year Total Capital Reserve, Replacement and Major Repair Cost: $500/year An escalation factor is hereby established to provide for increased maintenance costs due to inflation in future fiscal years. The maximum annual increase shall be the current annualized Consumer Price Index (expressed as a percent) plus two percent (2%). Said Consumer Price Index shall be the Consumer Price Index for all Urban Consumers for the San Bernardino, Los Angeles-Riverside-Orange County area, published by the United States Department of Labor, Bureau of labor Statistics. 10.a Packet Pg. 91 At t a c h m e n t : E n g i n e e r ' s R e p o r t C o r r e c t e d 9 - 2 1 - 1 6 ( 2 0 4 8 : A n n e x a t i o n # 3 ) 8 Exhibit D City of Grand Terrace Landscaping and Lighting Assessment District No. 89-1 Annexation #2 Determination of Assessment Amount The landscape improvements maintained under this annexation will be installed per the conditions of approval for Tract 18793. Because these landscape improvements are intended to be an “entry statement” for the entire tract, they will provide specific and special benefit to each lot within the tract, equally. Therefore, the maximum annual assessment to each lot is established and based on the Regular Annual Maintenance Costs along with the Annualized Capital Reserve Costs per Exhibit “B” divided by the number of lots within the tract. For the first several years, it is anticipated that the cost to maintain the assessment district will be limited to the Regular Maintenance. However, as costs rise due to major repairs and replacement, not covered by regular maintenance, the Capital Reserve portion of the Maximum Annual Assessment will be utilized. The annual assessment will never exceed the Maximum Annual Assessment, including the annual escalation factor without a vote by ballot by the property owners. *Estimated Annual Maintenance and Servicing Costs: Total Regular Annual Maintenance, Servicing and Incidental Costs: $5,450 Total Capital Reserve Costs: $500 Total Costs: $5,950 Total Number of Lots: 12 Maximum Per Lot Annual Assessment Amount: $454.17 Maximum Per Lot Monthly Assessment Amount: $37.85 *Excludes future escalation factors. 10.a Packet Pg. 92 At t a c h m e n t : E n g i n e e r ' s R e p o r t C o r r e c t e d 9 - 2 1 - 1 6 ( 2 0 4 8 : A n n e x a t i o n # 3 ) 9 Exhibit E City of Grand Terrace Landscaping and Lighting Assessment District No. 89-1, Annexation #2 PROPERTY OWNER LISTING, ASSESSMENT ROLL Property Owners: Current as of June 1, 2016 Assessor’s Parcel Number: (12 residential lots to receive separate assessor’s numbers) LEGAL DESCRIPTION: TRACT NO. 18793 IN THE CITY OF GRAND TERRACE, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA. BEING A SUBDIVISION OF THAT PORTION OF LOT 51 ACCORDING TO MAP OF LAND OF RIVERSIDE LAND COMPANY, AS PER PLAT RECORDED IN BOOK 6 OF MAPS, PAGE 44, RECORDS OF THE COUNTY OF SAN BERNARDINO OWNER: AEGIS BUILDERS, INC. Lot # Address APN Assessed Amount 1 Pico Street $454.17 2 Pico Street $454.17 3 Pico Street $454.17 4 Palomino Court $454.17 5 Palomino Court $454.17 6 Palomino Court $454.17 7 Palomino Court $454.17 8 Palomino Court $454.17 9 Palomino Court $454.17 10 Palomino Court $454.17 11 Palomino Court $454.17 12 Palomino Court $454.17 10.a Packet Pg. 93 At t a c h m e n t : E n g i n e e r ' s R e p o r t C o r r e c t e d 9 - 2 1 - 1 6 ( 2 0 4 8 : A n n e x a t i o n # 3 ) 10 EXHIBIT “F” LANDOWNER CONSENT TO FORMATION OF A MAINTENANCE DISTRICT The City of Grand Terrace Landscaping and Lighting Assessment District No. 89-1 Annexation No-3 (Pursuant to the Landscaping and Lighting Act of 1972) 1. The undersigned, is (are) the property owner(s) of land within the area shown on the map attached and made a part of this document and as described as follows: Tract 18793 2. The undersigned hereby consent(s) to the formation of a maintenance district and requests that this land be included within the City of Grand Terrace’s Landscaping and Lighting Assessment District #89-1 and be assessed annually for the cost of maintaining improvements as described in the engineer’s report on file with the City Clerk, generally described as follows: 20 Street trees, and 3 streetlights within public right-of-way along Pico Street and Palomino Court; graffiti abatement on the perimeter wall along Gage Canal within Tract 18793. See Assessment Diagram for precise locations and boundaries. 3. The undersigned hereby waives the right to any further notice and the public hearing otherwise required by the Landscaping and Lighting Act of 1972 for the formation of the maintenance district and the adoption of the first annual budget, and the undersigned further consent to the approval by the City Council of the City of Grand Terrace, of the Engineer’s Report attached hereto as Attachment A and by reference incorporated herein. _________________________________ __________________ Name (Signature) Date _________________________________ Name (Printed) _______________________________________________________ Address 10.a Packet Pg. 94 At t a c h m e n t : E n g i n e e r ' s R e p o r t C o r r e c t e d 9 - 2 1 - 1 6 ( 2 0 4 8 : A n n e x a t i o n # 3 ) RESOLUTION No. 2016- __ A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GRAND TERRACE INITIATING PROCEEDINGS FOR AN ANNEXATION OF TERRITORY INTO THE CITY OF GRAND TERRACE LANDSCAPING AND LIGHTING ASSESSMENT DISTRICT NO. 89-1 THE CITY OF GRAND TERRACE LIGHTING AND LANDSCAPING ASSESSMENT DISTRICT NO. 89-1, ANNEXATION #3 (Pursuant to the Landscaping and Lighting Act of 1972) The City Council of the City of Grand Terrace hereby resolves as follows: Section 1: The City Council, pursuant to the provisions of the Landscaping and Lighting Act of 1972 (Part II of Division 15 of the California Streets and Highways Code), has found that landscaping maintenance of certain areas within the City is necessary to preserve the environment and aesthetic beauty of the City and is in the general public interest; and, therefore, proposes to annex territory into the City Grand Terrace Landscaping and Lighting Assessment District No. 89-1, City of Grand Terrace, San Bernardino County, State of California and declares its intention to levy and collect assessments pursuant to said Landscaping and Lighting Act of 1972. The specific improvement areas and improvements therefore are described in the Assessment District No. 89-1, Annexation #3, Engineer’s Report on file in the office of the City Clerk of the City of Grand Terrace and incorporated herein by this reference. Section 2: The proposed Landscaping and Lighting assessment district to be benefited by said improvements to be assessed to pay the costs and expenses thereof shall be designated as "Annexation No. 3 of the Landscaping and Lighting Assessment District No. 89-1", City of Grand Terrace, San Bernardino County, State of California, and is comprised of the area within Tract Map No. 18793, as more particularly described in the Engineer’s Report, on file in the office of the City Engineer of the City of Grand Terrace and incorporated herein by this reference. Section 3: The Developer, Aegis Builders Inc., is the sole owner of that certain real property located in the City of Grand Terrace, San Bernardino County, State of California, and is developing the property as a single-family subdivision. Section 4: As a condition of its approval of final tract map, the City required that certain landscape areas adjacent to Tract 18793, be improved 10.b Packet Pg. 95 At t a c h m e n t : R E S O L U T I O N I n i t i a t i n g P r o c e e d i n g s ( 2 0 4 8 : A n n e x a t i o n # 3 ) with landscaping and related improvements to a standard acceptable to the City, and that the Developer provide a means satisfactory to the City for assuring the continued maintenance, operation and servicing of said improvement areas and the improvements thereto. Section 5: In response to the City of Grand Terrace’s conditions to its approval, the Developer has executed and filed with the City Council a Landowner’s Consent wherein the Developer has among other things, requested the formation of a maintenance district for the continued maintenance, operation and servicing of said improvement areas and all improvements thereon. Section 6: Pursuant to Sections 22585 and 22605 of the Streets and Highway Code of the State of California, the City hereby proposes to initiate proceedings for an annexation into the City of Grand Terrace Landscaping and Lighting Assessment District #89-1 in accordance with the provisions of the ”Landscaping and Lighting Act of 1972”. Section 7: Pursuant to the provisions of Section 22608 and 22608.2 of the Streets and Highway Code, the City has determined that the Developer has given written consent to the proposed assessment of that certain real property described in the Engineer’s Report on file in the office of the City Clerk of the City of Grand Terrace and incorporated herein by this reference, to provide for the continued maintenance, operation and servicing of the improvement areas, and all the improvements thereon, and that the property is to be assessed without notice, or hearing. Section 8: The City Engineer of the City of Grand Terrace is hereby designated engineer for the purpose of these formation proceedings. The City Council hereby directs the engineer to prepare and file with the City Clerk of the City of Grand Terrace, a report in accordance with Article 4 of Chapter 1 of the Landscaping and Lighting Act of 1972. Reference is hereby made to said report for a full and detailed description of the improvements, the boundaries of the assessment district and any zones therein, and the proposed assessments upon assessable lots and parcels of land within the district. 10.b Packet Pg. 96 At t a c h m e n t : R E S O L U T I O N I n i t i a t i n g P r o c e e d i n g s ( 2 0 4 8 : A n n e x a t i o n # 3 ) PASSED, APPROVED AND ADOPTED by the City Council of the City of Grand Terrace this 25th day of October 2016 by the following vote: AYES: NOES: ABSTAIN: ABSENT: ATTEST: _____________________________ ____________________________ Pat Jacquez-Nares Darcy McNaboe City Clerk Mayor 10.b Packet Pg. 97 At t a c h m e n t : R E S O L U T I O N I n i t i a t i n g P r o c e e d i n g s ( 2 0 4 8 : A n n e x a t i o n # 3 ) This page left intentionally blank. RESOLUTION NO. 2016 – A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GRAND TERRACE DECLARING ITS INTENTION TO ANNEX TERRITORY INTO THE CITY OF GRAND TERRACE LIGHTING AND LANDSCAPING ASSESSMENT DISTRICT NO. 89-1 ORDERING IMPROVEMENTS, AND TO LEVY AND COLLECT ASSESSMENTS PURSUANT TO THE LIGHTING AND LANDSCAPING ACT OF 1972 THE CITY OF GRAND TERRACE LIGHTING AND LANDSCAPING ASSESSMENT DISTRICT NO. 89-1, ANNEXATION #3 (Pursuant to the Landscaping and Lighting Act of 1972) The City Council of the City of Grand Terrace hereby resolves as follows: Section 1: The City Council has found that landscaping maintenance of certain areas within the City is necessary to preserve the environmental and aesthetic beauty of the City and is in the general public interest; and, on the date the City Council adopted its Resolution Initiating Proceedings for the annexation of territory, Annexation No. 2, into the City of Grand Terrace Lighting and Landscaping Assessment District No. 89-1, City of Grand Terrace, San Bernardino County, State of California, and directed the preparation and filing of an Engineer’s Report on the proposed formation pursuant to the provisions of the Landscaping and Lighting Act of 1972 (Part II of Division 15 of the California Streets and Highway Code). Section 2: The Engineer for the proceedings has filed an Engineer’s Report with the City Clerk titled Assessment District No. 89-1, Annexation #3, Engineer’s Report (“Report”) Section 3. This City Council has now carefully examined and reviewed the "Report" as presented, and is satisfied with each and all of the items and documents as set forth therein, and is satisfied that the proposed increased assessments, on a preliminary basis, have been spread in accordance with the benefits received from the maintenance to be performed, as set forth in said "Report”. Section 4: Owners of all land within the boundaries of the proposed assessment district have filed their consent to the formation of the proposed district without notice or hearing, and to the adoption of the Engineer’s Report and the levy of assessments stated therein. Section 5: The City Council hereby orders the improvements and the formation of the assessment district and annexation into the City Grand Terrace Lighting and Landscape District No. 89-1 described in the Resolution Initiating Proceedings and in the Engineer’s Report. 10.c Packet Pg. 98 At t a c h m e n t : R E S O L U T I O N C o n f i r m i n g A n n e x a t i o n ( 2 0 4 8 : A n n e x a t i o n # 3 ) 2 Section 6: The City Council hereby confirms the diagram and assessment contained in the Engineers Report, and levies the assessment pursuant to Exhibit “A” of the Engineer’s Report. Section 7: Pursuant to applicable law, the City Clerk is hereby authorized and directed to file a certified copy of this Resolution, and the diagrams and assessments confirmed by this Resolution as may be required with the County Auditor/Controller and/or County Assessor of the County of San Bernardino if such documents are required in addition to those submitted for the levy of assessments for the Grand Terrace Landscape and Lighting Maintenance District No. 89-1 Annexation #3 for Fiscal Year 2016/2017. PASSED, APPROVED AND ADOPTED by the City Council of the City of Grand Terrace this 25th day of October 2016 by the following vote: AYES: NOES: ABSTAIN: ABSENT: ATTEST: _____________________________ ____________________________ Pat Jacquez-Nares Darcy McNaboe City Clerk Mayor 10.c Packet Pg. 99 At t a c h m e n t : R E S O L U T I O N C o n f i r m i n g A n n e x a t i o n ( 2 0 4 8 : A n n e x a t i o n # 3 ) 10.d Packet Pg. 100 At t a c h m e n t : T R A C T M A P 1 8 7 9 3 ( 2 0 4 8 : A n n e x a t i o n # 3 ) This page left intentionally blank. 10.e Packet Pg. 101 At t a c h m e n t : E x h i b i t F . P D F ( 2 0 4 8 : A n n e x a t i o n # 3 ) 10.e Packet Pg. 102 At t a c h m e n t : E x h i b i t F . P D F ( 2 0 4 8 : A n n e x a t i o n # 3 ) 10.e Packet Pg. 103 At t a c h m e n t : E x h i b i t F . P D F ( 2 0 4 8 : A n n e x a t i o n # 3 ) This page left intentionally blank. 10.f Packet Pg. 104 At t a c h m e n t : L a n d s c a p e P l a n L - 5 ( 2 0 4 8 : A n n e x a t i o n # 3 ) This page left intentionally blank. AGENDA REPORT MEETING DATE: October 25, 2016 Council Item TITLE: Emergency Operations: Assessment Report and Emergency Operations Plan PRESENTED BY: Sandra Molina, Planning & Development Services Director RECOMMENDATION: Staff Recommends that the City Council Receive and File the Report 2030 VISION STATEMENT: This staff report supports Goal #5 "Engage in Proactive Communication" by engaging the community by participation. BACKGROUND: On April 12, 2016, the City Manager approved a Professional Services Agreement with Innovative Emergency Management, Inc. (IEM) to provide Emergency Operations Coordination Services. Services included preparation of an assessment of the City’s emergency services and resources, including an update of the Emergency Operations Plan (EOP), the readiness of the City’s Emergency Operations Center, make recommendations for emergency managements and Emergency Operations Center training, and also define the role of the Volunteer Emergency Operations Committee. IEM Consultant, Michael Gregory, met with City staff, representatives of the Fire and Sheriff Departments, and the Volunteer Emergency Operations Committee members to discuss the emergency operations of the City and gather information to provide an assessment. He also reviewed the City’s emergency operations equipment at City Hall, including annex buildings and trailers. Mr. Gregory also received the first draft of the City’s updated EOP with feedback from San Bernardino County Fire’s Office of Emergency Services, and his scope of work includes completing the update of the EOP. DISCUSSION: Mr. Gregory has completed the Assessment Report and a Final Draft of the EOP. These two documents are attached for the Council’s reference. At this time, Staff is not proposing to discuss the Reports. Rather, Staff is proposing to schedule a special workshop session to focus the discussion on the Consultants recommendations and the Final Emergency Operations Plan. 11 Packet Pg. 105 Staff expects to have the study session in January 2017. FISCAL IMPACT: No fiscal impact beyond the existing contract. ATTACHMENTS:  Grand_Terrace_EO_Coordination_ Services_Assessment_ Report_FINAL_2016- 10... (DOCX)  Grand Terrace EOP Part I Basic Plan FINAL DRAFT Revision 6 2016-10-19 (DOCX) APPROVALS: Sandra Molina Completed 10/18/2016 1:12 PM Finance Completed 10/18/2016 1:25 PM City Attorney Completed 10/18/2016 4:43 PM Sandra Molina Completed 10/20/2016 2:09 PM City Manager Completed 10/20/2016 3:16 PM City Council Pending 10/25/2016 6:00 PM 11 Packet Pg. 106 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project October 19, 2016 11.a Packet Pg. 107 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project This work was prepared for the City of Grand Terrace. G. Harold Duffey, City Manager 22795 Barton Road, Grand Terrace, CA 92313 909-824-6621 hduffey@grandterrace-ca.gov http://www.grandterrace-ca.gov/ The research was conducted by IEM, incorporating data provided by the City of Grand Terrace. IEM is a global security consulting firm dedicated to building a safe, secure, and resilient world. We are the largest woman- and minority-owned firm focused on emergency management and homeland security. IEM works with government agencies and private sector organizations around the world to improve protection and security for lives and infrastructure, and to help states, regions, and communities recover more quickly from disasters. We integrate science, technology, and real-world experience to provide each of our customers with solutions that work and outcomes that matter. IEM’s publications do not necessarily reflect the opinions of its research clients and sponsors. is a registered trademark. © Copyright 2016 IEM IEM documents are protected under copyright law. 2801 Slater Road, Suite 110, Morrisville, NC 27560 8710 Jefferson Highway, Baton Rouge, LA 70809 2711 Jefferson Davis Highway, Suite 750, Arlington, VA 22202 2014 Tollgate Road, Suite 206, Bel Air, MD 21015 104 West B Street, Pueblo, CO 81003 1000 Commercial Drive, Suite 2, Richmond, KY 40475 http://www.iem.com 11.a Packet Pg. 108 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project i Table of Contents Introduction ........................................................................................................................1 Project Overview .........................................................................................................1 Principal Findings .......................................................................................................2 Background ........................................................................................................................5 Emergency Management Standards .........................................................................5 Policies, Plans, and Procedures ................................................................................5 Emergency Operations Center ..................................................................................6 Training and Exercise .................................................................................................6 Assessment Process.........................................................................................................9 Task 1: Emergency Operations Plan Assessment ..................................................9 Task 2: Emergency Operations Center Assessment ..............................................9 Task 3: Emergency Management Training Assessment .........................................9 Task 4: Volunteer Emergency Operations Committee Assessment................... 10 Task 5: Assessment Report .................................................................................... 10 Assessment Analysis ..................................................................................................... 11 Task 1: Emergency Operations Plan Assessment ............................................... 11 Task 2: Emergency Operations Center Assessment ........................................... 11 Task 3: Emergency Management Training Assessment ...................................... 13 Task 4: Volunteer Emergency Operations Committee Assessment................... 14 Task 5: Assessment Report .................................................................................... 15 Recommendations .......................................................................................................... 17 Immediate Recommendations ................................................................................ 17 Short-term Recommendations ................................................................................ 20 Long-term Recommendations ................................................................................ 26 Recommendations Summary .................................................................................. 29 Next Steps ....................................................................................................................... 31 Appendix A: Standards and Guidelines ...................................................................... A-1 Appendix B: Glossary ................................................................................................... B-1 Appendix C: Acronyms and Abbreviations ................................................................ C-1 11.a Packet Pg. 109 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project ii This page intentionally left blank. 11.a Packet Pg. 110 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 1 Introduction The City of Grand Terrace emergency management program provides information and guidance to the City and its stakeholders to prepare for, respond to, recover from, and mitigate incidents that could have an impact on the City. The City Emergency Operations Plan (EOP) provides strategic-level direction, including roles and responsibilities of all stakeholders, while the City Emergency Operations Center (EOC) serves as the central coordination center for response and recovery activities. Public safety and other field response agencies respond to the incident scene and activate Incident Command. The Incident Command Post (ICP) and the EOC, while having different roles and responsibilities, work together to handle the incident. Incidents affecting the City can be major or minor, but all require coordination, communication, and collaboration for normal operations to resume as soon as possible. Emergency management and EOC policies, plans, procedures, protocols, training, and exercises must empower personnel who perform the City’s vital functions to initiate and integrate appropriate actions during an incident. Small cities are challenged with limited personnel and other resources. While we recognize resource limitations in the City of Grand Terrace—including the small number of City employees—this assessment is conducted in accordance with standards and guidance that identify what should be included in an emergency management program without regard to size or resources. This is done so that, as conditions or situations change, the City will still have applicable and appropriate guidance to maintain and improve its emergency management program. This approach will ensure that the City is ready if an opportunity or situation arises. Work plans, schedules, and priorities may change as additional or unanticipated resources become available or if an emergency situation occurs that requires an influx of support resources. This report is designed to help focus on the critical gaps and to develop an implementation plan to address those gaps. It should be emphasized that while the City is not structurally ready for the management of an emergency situation, systems are in place that could be implemented if a major incident occurred that required activation of the City EOC. San Bernardino County Fire and San Bernardino County Sheriff, the agencies responsible for providing public safety services to the City of Grand Terrace, provide protection for the City on a daily basis and will respond to the incident and provide Incident Command on scene. The San Bernardino County Office of Emergency Services can provide limited assistance depending on the scope of the incident to activate the City EOC and initiate mutual aid. The City, however, needs a formal emergency management program and process tailored and fine-tuned to the City in order to efficiently and effectively manage emergency needs and requirements on its own, including the activation of the City EOC. (It should be noted that the Volunteer Emergency Operations Committee has used the term EOC for the group, which conflicts with the standardized use of the term to describe the Emergency Operations Center. In this report, the term EOC will only refer to the Emergency Operations Center, while the term VEOC will refer to the volunteer group.) Project Overview The City Manager determined the need for this assessment project. This assessment report provides an overview of the processes, products, personnel, and management necessary for completing the Emergency Operations Coordination Services project for the City of Grand Terrace. The desired outcome is to improve the City’s level of emergency readiness, including:  Improved EOP 11.a Packet Pg. 111 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 2  Improved ability to activate and operate the EOC  Improved emergency resource management  Definition of roles and responsibilities for the Volunteer Emergency Operations Committee  Development of an emergency management training and exercise plan framework The assessment included the following:  Review and assessment of the current City EOP revision  Identification and evaluation of current EOC emergency equipment to ensure its readiness in the event of activation  Recommendations for use of emergency resources and equipment  Recommendations for emergency management and EOC training  Defining the role of the Volunteer Emergency Operations Committee To accomplish this mission, the IEM Team assessed the City emergency management program by evaluating processes, procedures, and functionality in anticipation of future emergencies and disasters. This assessment also includes a review for standards, guidelines, lessons learned, and best and current practices and provides a review of EOP and emergency plan functionality, EOC capabilities, overall operational capabilities, staffing, and infrastructure. Ultimately, this project will improve the EOC and overall emergency readiness of the City of Grand Terrace. The period of performance is April 18, 2016, to September 30, 2016. Principal Findings The principal findings in this assessment are as follows:  Support from senior leadership and elected officials is needed to develop an emergency management program.  An emergency management program to coordinate all emergency management- related activities and requirements does not exist.  An Emergency Manager position does not exist. The designated emergency management representative assignment is not consistent and lacks training in its roles and responsibilities.  Emergency management-related planning documents, including the Hazard Mitigation Plan (HMP) and EOP, need updating or do not exist. In some cases, these documents do not meet emergency management standards.  Emergency management policies, plans, and procedures are not identified, developed, and implemented for all employees and stakeholders.  The EOC does not meet standards and is not used or tested regularly to ensure that it is ready at all times for activation. In addition, there is no EOC activation procedure, and EOC staff are not clearly identified, assigned, and trained.  Emergency management training and exercises are not identified, developed, and implemented for employees and stakeholders. 11.a Packet Pg. 112 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 3  City staff members do not have current Standardized Emergency Management System (SEMS), National Incident Management System (NIMS), or Disaster Service Worker (DSW) training.  Emergency management operational and administrative processes are not identified, developed, or implemented.  Technology—including communications, interoperability, and situational awareness capabilities—needs improvement.  Emergency management community outreach and public education is lacking.  There is no active Community Emergency Response Team (CERT) program.  The Volunteer Emergency Operations Committee (VEOC) needs clarification on roles and responsibilities. In addition, the term EOC should not be used for this group, as it conflicts with the use of the term EOC for Emergency Operations Center. 11.a Packet Pg. 113 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 4 This page intentionally left blank. 11.a Packet Pg. 114 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 5 Background Emergency Management Standards The most effective method for assessing an emergency management program is to determine if it conforms to established standards and guidelines. For this assessment, information was obtained from the U.S. Department of Homeland Security (DHS), the Federal Emergency Management Agency (FEMA), the California Governor’s Office of Emergency Services, and the San Bernardino County Office of Emergency Services (OES). The IEM Team used Emergency Management Accreditation Program (EMAP), American National Standards Institute (ANSI) 223/National Fire Protection Association (NFPA) 1600, and International Organization for Standardization (ISO) 22301:2012 for program references. The Team also used FEMA’s Comprehensive Preparedness Guide (CPG) 101 for reference to development of emergency plans and procedures. See Appendix A for a complete list of standards and guidelines documents used for this assessment. It is critical that policies, plans, and procedures are based on nationally accepted standards and guidelines. All emergency management documents developed in the future for the City of Grand Terrace should use these standards as a basis. FEMA’s CPG 101 provides clear direction on emergency management plan structure and organization. The City should develop a standard template for all emergency plans and procedures to provide consistency and to ensure that all standards and guidelines are followed. In addition, all existing emergency management-related plans and procedures should be reviewed and revised as needed to continue to meet standards. All policies, plans, and procedures should be reviewed on a regular schedule, with an annual review and maintenance and a complete update and revision every 3 years. An administrative procedure should be developed to track this process. Policies, Plans, and Procedures CPG 101 guidance states that strategic-level documents (e.g., HMP and EOP) should be developed first to explain what needs to be done. Next, tactical-level documents (e.g., standard operating procedures [SOPs]) should be developed to implement strategies. For example, an EOC manual and employee mass notification procedure should be developed to implement guidance and direction in an emergency operations plan that meets current standards. The City should prioritize development of strategic-level documents, which should be in effect for years with minor changes. Once these documents are developed, City staff can focus on developing tactical-level documents that implement strategic-level guidance. This approach minimizes the possibility of multiple revisions to tactical-level documents that were developed without adequate guidance or direction, thus ensuring the most effective use of limited staff resources. The City should also develop emergency management administrative procedures or processes for development of policies, plans, and procedures and for the regular review and maintenance of these guidance documents. This process would provide document templates and would create a schedule for maintenance to ensure documents are reviewed at least annually and after exercises and incidents. It would also provide for a complete update and revision every 3 years. Emergency management procedures should be developed to address administrative obligations, such as records retention or disaster reimbursement audit requirements. 11.a Packet Pg. 115 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 6 Emergency Operations Center While EOCs in local governments are not a new concept, their purpose has evolved greatly over the years. Full-time dedicated EOCs with permanent staff are becoming the new normal in larger cities; however, an understanding is evolving that cities of all sizes need to have at least a minimum EOC capability and that that minimum ought to be based on established standards and guidelines. This understanding informed the findings and recommendations of this report. Cities of any size are subject to incidents that may disrupt normal operations, with impacts that can range from minor to major to catastrophic. The use of an EOC can provide necessary coordination functions that are required to mitigate disruptions and return the city to normal operation once an incident is resolved. EOC facilities can range from small converted rooms to elaborate standalone facilities costing millions of dollars. The IEM Team identified and captured EOC best/current practices. We assessed the Grand Terrace EOC for operational capability, personnel availability, and the technical equipment necessary for overall coordination and management of an incident, to coordinate and support the Incident Commander in the field, and to address city-wide issues. The review considered that successful management of incident response and recovery must be coordinated from an EOC that is adequately equipped and staffed with trained personnel who are authorized and trusted to make decisions in real time with an appropriate level of executive oversight that has been pre-established as part of the overall EOC and incident response strategy. A functioning EOC must have one person in charge—the EOC Director —and an adequate number of personnel trained in the various areas necessary to successfully maintain operations and processes. SEMS and NIMS principles are based on standard Incident Command System (ICS)/EOC organizational structure with standard terminology that is different from daily organizational structures, responsibilities, and positions in the City. Unique EOC position titles and organizational structures are designed to avoid confusion during emergency situations when the EOC is activated. Personnel with EOC assignments must be trained and comfortable with their roles, and competence can only be obtained with frequent EOC activations for training or for actual incidents. The Team also considered that many cities regularly use their EOCs for incidents that do not rise to the level of a major disaster for training purposes to increase role familiarity and ensure competence when a major incident occurs. Many factors—including training and exercise, Whole Community planning for all stakeholders, inclusive planning for people with disabilities and others with access and functional needs, and Americans with Disabilities Act (ADA) compliance—have an impact on an EOC’s effectiveness. IEM considered these factors in the review and recommendations. Preparation for inclusive planning was assessed to determine how well the EOC meets guidance and requirements for people with disabilities and others with access and functional needs as required by local, state, and Federal laws (including ADA). Training and Exercise IEM considered design, development, conduct, and evaluation of training and exercises to help document and analyze capability development progress, which helps identify operational strengths and gaps that stakeholders need to address to build or sustain required capabilities. Each training and exercise program should be designed to meet specific needs while maintaining required standards, guidelines, and curricula. Collaborative opportunities with the Whole Community are encouraged as part of the design process. A sound and successful training and exercise program covers the entire spectrum—from determining what is needed to evaluating what was completed and what changes are needed for improvement—and is an ongoing process. Training and exercise programs 11.a Packet Pg. 116 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 7 should be compliant with Homeland Security Exercise and Evaluation Program (HSEEP) guidelines. The training and exercise schedule should be based on a formal Training and Exercise Plan (TEP). Under HSEEP guidelines, a TEP must be developed from a formal Training and Exercise Planning Workshop (TEPW), which should be scheduled to include representation from key stakeholders to review the training and exercise schedule and incorporate standards, guidelines, requirements, and after-action report/implementation plan findings into a coordinated TEP. This plan should be reviewed and updated at least annually and after incidents and exercises. A formal TEP will ensure that plans and procedures are developed, training is performed, and exercises are conducted in the correct way, focusing on the most critical needs first. This process is based on standards and guidelines and ensures efficient and effective use of resources. A progressive, multi-year exercise program enables organizations to participate in a series of increasingly complex exercises, with each successive exercise building upon the previous one until mastery is achieved. Regardless of exercise type, each exercise within the progressive series is linked to a set of common program priorities and designed to test associated capabilities. This progressive approach, with exercises that build upon each other and are supported at each step with training resources, will ensure that organizations do not rush into a full-scale exercise too quickly. Effective planning of exercises and integration of the necessary training will reduce the waste of limited exercise resources and serve to address known shortfalls prior to the conduct of the exercise. HSEEP defines two categories of exercises: Discussion (e.g., workshops and tabletop exercises) and Operational (e.g., drills and functional and full-scale exercises). The following descriptions provide an overview of HSEEP exercises:  Workshops encourage attendance by all relevant stakeholders to provide an overview of authorities, strategies, plans, policies, procedures, protocols, resources, concepts, and ideas. The focus is on achieving or building a product, such as new standard operating procedures (SOPs), EOPs, continuity of operations (COOP) plans, or mutual aid agreements. Workshops should have clearly defined objectives, products, or goals and should focus on a specific issue.  Tabletop exercises (TTXs) are intended to generate discussion of various issues regarding a hypothetical, simulated emergency. TTXs can be used to enhance general awareness, validate plans and procedures, rehearse concepts, and/or assess types of systems needed to guide prevention of, protection from, mitigation of, response to, and recovery from a defined incident. Generally, TTXs are aimed at facilitating conceptual understanding, identifying strengths and areas for improvement, and/or achieving changes in perceptions. During a TTX, all participants should be encouraged to contribute to the discussion and be reminded that they are making decisions in a no-fault environment.  A drill is a coordinated, supervised activity usually employed to validate a specific function or capability in a single agency or organization. Drills are commonly used to provide training on new equipment, validate procedures, or practice and maintain current skills.  Functional exercises (FXs) are designed to validate and evaluate capabilities, multiple functions and/or sub-functions, or interdependent groups of functions. FXs are typically focused on exercising plans, policies, procedures, and staff members involved in management, direction, command, and control functions. Events are projected through an exercise scenario with event updates that drive activity typically at the management level. An FX is conducted in a realistic, real-time environment; however, movement of personnel and equipment is usually simulated. 11.a Packet Pg. 117 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 8  Full-scale exercises (FSEs) are typically the most complex and resource-intensive type of exercise. They involve multiple agencies, organizations, and jurisdictions and validate many facets of preparedness. FSEs often include many players operating under cooperative systems such as the Incident Command System (ICS) or Unified Command. Events are projected through an exercise scenario with event updates that drive activity at the operational level. FSEs are usually conducted in a real-time, stressful environment that is intended to mirror a real incident. Personnel and resources may be mobilized and deployed to the scene, where actions are performed as if a real incident had occurred. The FSE simulates reality by presenting complex and realistic problems that require critical thinking, rapid problem solving, and effective responses by trained personnel. 11.a Packet Pg. 118 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 9 Assessment Process IEM used an assessment process that included a mix of site visits, planning meetings, and stakeholder interviews. The IEM Team conducted data collection at the City of Grand Terrace, including comprehensive review of plans and procedures, risk and hazard assessments, past-performance reviews, after-action reports, operational functions, and physical facilities. The Team also conducted meetings and interviews with city personnel, volunteers, and external stakeholders to collect additional lessons learned and/or ideas that may not have been previously captured and to provide another perspective on the data collected. Information in the meetings and interviews was collected in a confidential environment to encourage candid conversations. The IEM Team worked with the City to identify plans and procedures that required assessment. The Team looked beyond procedures themselves to the entire operating environment, including organization and operation of the emergency management program and its approach to fulfilling its missions. During review of the standards and guidelines and discussions with the City, IEM discovered this assessment needed a broader perspective with its review and recommendations. The Team therefore expanded this assessment to include the overall emergency management program. Task 1: Emergency Operations Plan Assessment The IEM Team reviewed and evaluated the current EOP and the EOP under revision. IEM also reviewed various City, county, and state emergency plans and procedures. We conducted planning meetings to discuss the revisions to the EOP with City staff, stakeholders, and with the San Bernardino County OES. We determined possible revisions and corrections, discussed strategies for improvement, and developed recommendations that were incorporated into this report. Task 2: Emergency Operations Center Assessment The IEM Team evaluated the current EOC to determine its readiness for EOC activation and operation. We reviewed the current location designated as the EOC and other City facilities that could be used as an EOC, including site visits to these locations. IEM reviewed EOC equipment, materials, and supplies for the EOC and current procedures and processes. We conducted planning meetings with stakeholders to discuss the current state of the City EOC and potential improvements. We determined possible EOC options and upgrades; discussed strategies for improvement; developed an implementation plan for EOC activation procedures, training, and exercises; and developed recommendations that were incorporated into this report. Task 3: Emergency Management Training Assessment The IEM Team reviewed and evaluated the current emergency management training and exercise program to determine the status of current training, what training was needed, and past exercises. We evaluated training and education methods and reviewed training records. We also conducted planning meetings to discuss the current state of the training program and potential improvements. We determined possible revisions and corrections, discussed strategies for improvement, and developed recommendations that were incorporated into this report. 11.a Packet Pg. 119 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 10 Task 4: Volunteer Emergency Operations Committee Assessment The IEM Team reviewed and evaluated current policies and procedures for the Volunteer Emergency Operations Committee. IEM also interviewed City staff, stakeholders, and Committee members to determine the history of the Committee and how the Committee currently operates and to make recommendations for the future. We conducted planning meetings to discuss the Committee and potential improvements. We determined optionscorrective actions, discussed strategies for improvement, and developed recommendations that were incorporated into this report. Task 5: Assessment Report After gathering and compiling the above information, the IEM Team developed this Assessment Report. IEM developed a draft report, discussed the report with the City, incorporated comments, finalized the report, and provided the final version of the report to the City as the final deliverable. The report includes the current status of the emergency management program, including review and assessment of the EOP, EOC, emergency management training, and the Volunteer Emergency Operations Committee, and provides recommendations for the City to improve its program. 11.a Packet Pg. 120 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 11 Assessment Analysis Task 1: Emergency Operations Plan Assessment The City worked with the San Bernardino County OES to update the City EOP, which is currently being revised. When revisions are completed, the City will have a foundational document on which to base further emergency management program improvements. The California Emergency Services Act provides for the creation of local disaster councils by ordinance. Cal OES has developed a disaster council emergency ordinance model. Grand Terrace should review and update Chapter 2.28 in the local ordinance to ensure that it includes the latest guidance and accurately reflects current local practices. Plans and procedures should be consistent with FEMA CPG 101 guidelines. Plans should be on a strategic level, while procedures should be at the tactical level. Changeable information such as names and phone numbers should be included in procedures, not plans. All documents should follow formal change-control procedures, including a formal record of changes with dates of approval and implementation. Supporting and coordinating plans such as communicable disease or crisis communications plans should be consistent with CPG 101, NIMS, and SEMS guidance and coordinated with the EOP. This includes plan titles and terminology. The EOP should clearly state that, while the City receives fire and law enforcement coverage from the County and, consequently, the San Bernardino County Fire Department and the San Bernardino County Sheriff Department will usually lead operations at an Incident Command Post, the City is ultimately responsible for overall management of emergencies and disasters that impact the City and, therefore, the City is responsible for activation and operation of the City EOC. First-responder agencies can provide some training and operational support, but they are not the best choice to manage the EOC. In situations large or complex enough to require an EOC activation, first-responder resources will most likely be needed in the field and not available to deploy to the EOC. The EOP should provide guidance, roles, and responsibilities regarding positions or job titles that are responsible for activation, staffing, and operation of the EOC. Task 2: Emergency Operations Center Assessment The guidance and direction for the activation and operation of the EOC is found in the EOP and the EOC activation procedures that are part of the EOC Manual. The EOP and other emergency procedures are typically part of the overall emergency management program; however, an overall lack of direction and general knowledge exists for how to proceed with evaluation, planning, training, and testing due in part to the absence of an overall emergency management program. City management must be actively involved in efforts to establish a functional and effective EOC, and this executive support should be very visible and exhibit total commitment. A fundamental reason for establishing an EOC or emergency management program consistent with national standards and guidelines is to eliminate past problems with inconsistent emergency activities and ensure that emergency operations are managed similarly and consistently. Combining these standards and guidelines with the institutional knowledge of City personnel will be key to establishing a successful program. An Emergency Manager or designated emergency management point of contact (POC) can provide a single point of coordination, communication, and collaboration. 11.a Packet Pg. 121 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 12 Multiple issues related to operations, plans, technology, training, and facilities currently exist. A root cause of many of these issues is the lack of awareness of the purpose of an EOC, the subsequent lack of or improper use of the EOC, and a lack of training and exercises. Figure 1: EOC-ICS Interface One of the important functions of an EOC is the overall management of an incident in coordination with Incident Command on scene. As noted in Figure 1, the EOC provides policy direction and performs the overall policy and coordination for the incident. The EOC is responsible for the strategic-level overview and overall management of the incident. This includes situational awareness, resource coordination and allocation, emergency public information, mass care, and volunteer and donation management. This is especially important when there are multiple incident locations, such as in an earthquake, or when there is no specific incident location, such as in a communicable disease outbreak. In the Incident Command System (ICS), the Incident Commander (IC) operates at the Incident Command Post (ICP) and is responsible for the command and operations at the incident scene. The IC operates at a tactical level. The EOC-ICS interface is critical for effective and efficient operations as well as to maintain situational awareness. Successful incident management must be coordinated from an EOC staffed with trained personnel who are authorized and trusted to make decisions in real time with an appropriate level of executive oversight that has been pre-established as part of the overall EOC/ICS strategy. The current designated location for the EOC is a room at City Hall that is used on a daily basis for child care. An alternate EOC has not been designated. While volunteers can be used in a support role for EOC operations, activation of the EOC is a City staff responsibility. Volunteers can provide facility maintenance, assistance with developing procedures, and testing of equipment on a non-emergency basis. The EOC facility and emergency facilities across the City need improvement. A fundamental problem is that the current designated EOC is too small and does not have enough room for full or even partial activation. Sections would be limited to one or two positions, which is not enough for most situations. The City should consider relocating the EOC to an area that is large enough for a full activation and all anticipated outside personnel. The EOC needs all the equipment, materials, and supplies necessary for a full activation in place and in storage 11.a Packet Pg. 122 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 13 at the EOC, with regular inventory conducted. EOC staff should not have to rely on bringing anything to the EOC in an emergency situation. Regular tests should be conducted of all EOC equipment, including computers; phones; radios; monitors; lighting; and heating, ventilation, and air conditioning controls. The City does not have a clear, concise, and complete EOC Operations Manual and/or SOP that includes all the information required to activate, operate, and demobilize the EOC. While the EOP provides guidance on who is responsible for activating and staffing the EOC, the EOC Operations Manual/SOP provides specific details, including positions to be staffed and personnel to fill those positions. The City is responsible for activating the EOC, and City staff need to be trained and assignments developed to ensure that designated City staff are available 24/7. Training is critical, but the EOC SOP should be written so that any individual should be able to carry out the procedures. Ultimately, however, the City Manager is responsible for activating the EOC. Roles and responsibilities need to be clear. The City does not have a current emergency notification system. The inability to quickly make appropriate notifications or activate EOC and other responder personnel can have a dramatic impact on an incident that can result in loss of incident control. There are multiple technology challenges. Some of these challenges can be addressed by upgrading equipment (such as larger size and quantity of monitors), and some can be addressed administratively (e.g., by training personnel unfamiliar with WebEOC). The City should install emergency generators in multiple locations but should also consider installing hard-wire external temporary generator connections in case installed equipment fails. The City does not have a designated Joint Information Center (JIC). The JIC should not be in the same building as the EOC. The City should consider a designated JIC/media center location and should have alternate locations planned. These locations should be coordinated with San Bernardino County OES. Task 3: Emergency Management Training Assessment While there are some records of training activities in the past, City employees essentially lack any emergency management-related training. It would be more efficient and effective, and would ensure that all employees have the most current training, to start a training program from the beginning. As activities to date have been fragmented and inconsistent, IEM recommends starting from scratch as if there were no program in existence and no training or exercises had been conducted previously. All City employees are Disaster Service Workers by state law and should receive DSW training. In addition, NIMS requires various training programs for various classes of emergency workers. Since state law mandates that all public employees are emergency workers, all City employees are required to have at least the minimum level of NIMS training. It is apparent that a fundamental foundation in SEMS and NIMS training is lacking. Such training at all levels will provide a broad-based understanding of SEMS/NIMS fundamentals and provide the foundation for advanced training for appropriate staff to ensure the necessary and proper coordination with other local, state, and Federal agencies related to incident response and recovery. The City should select other key stakeholders who may be directly or indirectly involved in a major incident and determine their role in the overall response as well as their coordination with the EOC. All personnel should be trained on NIMS IS-700 and ICS-100. All supervisors and above should be trained on ICS-200. Additional FEMA training should be completed in accordance with NIMS guidance. In addition, all personnel should be trained in DSW and Basic SEMS. 11.a Packet Pg. 123 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 14 Training should be conducted in accordance with applicable training guidance and should be included as part of the TEP. Figure 2: HSEEP Exercise Building Block Approach HSEEP provides a set of guiding principles for exercise programs and delineates a common approach to exercise program management, design and development, conduct, evaluation, and improvement planning. In accordance with HSEEP guidelines and using its building block concept, the City should conduct a training and exercise planning workshop and develop a TEP that is inclusive of stakeholders and coordinated with local area emergency management TEPs. The TEP should be used to schedule and conduct basic and full-scale exercises designed to be more complex and to test requirements above the minimum. No- notice and after-hours exercises should also be conducted; for example, an after-hours emergency notification exercise that only requires acknowledgement of receipt of the message can be an effective test of current contact information. Task 4: Volunteer Emergency Operations Committee Assessment The current Volunteer Emergency Operations Committee is not the most effective or efficient use of volunteer resources. The name of the Committee and how it is referenced in the City is confusing and conflicts with national, state, and local standards. In addition, the Committee (and the City) uses the term/acronym “EOC” to refer to itself, a practice that should stop immediately to avoid confusion with the standardized use of the term for “emergency operations center.” It is recommended that the City reinstate the CERT program, not only for training the Whole Community on how to respond to emergency situations but also as the central coordination point for volunteers who would like to support the City in various roles, including assistance with the EOC. It should be emphasized that volunteers in the City of Grand Terrace have provided countless hours of support for the City, and they should be commended for their dedication and commitment. They are a vital part of the community. These recommendations regarding the Committee are designed to make the City’s emergency response more effective and efficient using these valuable resources and to ensure that they are integrated into an improved program. 11.a Packet Pg. 124 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 15 The need for coordination and communication across so many agencies and organizations, along with the number and size of activities needed, is the driving force behind the recommendation that the City establish a full-time dedicated Emergency Manager position with experience in emergency management and experience working and developing trust with all types of stakeholders. Issues ranging from keeping the EOC in 100-percent operational capability at all times to the management of training and exercises over a multi- year period require a full-time position that is not distracted by other roles and responsibilities. This has become more and more apparent in many sectors, such as local and state government, military, public health, and higher education. Roles and responsibilities, along with training requirements, are more than what a volunteer committee can manage. If a full-time dedicated Emergency Manager position is not possible at this time, then a full-time staff member should be assigned these duties and responsibilities. Volunteers from the CERT program can be designated to assist this staff member. One important concept that should be implemented is an emergency management working group, a planning team that includes critical internal and external stakeholders and serves as the central coordination group for all emergency management-related activities, from coordinating plans and procedures to coordinating training and exercise schedules to developing an effective EOC. The emergency management working group is an efficient and effective program and provides the City with valuable input by maximizing communication and coordination. The inclusive nature of this team also improves stakeholder buy-in. Efforts would be greatly enhanced by more involvement with San Bernardino County’s planning teams. The City should consider obtaining National Oceanic and Atmospheric Administration (NOAA) National Weather Service (NWS) Storm Ready certification. This accreditation not only helps drive the overall readiness level of the city but also provides visible proof of these accomplishments. This helps demonstrate to both employees and stakeholders the executive commitment to improving capabilities. Task 5: Assessment Report This Assessment Report was developed to provide a summary of issues and a list of recommendations for the City of Grand Terrace to improve its emergency capabilities. At a surface level, nothing in this report should be considered as overriding or superseding existing policies, plans, or procedures without a review and assessment of the implementation of those recommendations and how they may have an impact on all stakeholders. 11.a Packet Pg. 125 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 16 This page intentionally left blank. 11.a Packet Pg. 126 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 17 Recommendations Recommendations have been categorized into Immediate, Short-term, and Long-term recommendations. Immediate recommendations should be implemented within 6–12 months of this report. Short-term recommendations should be implemented within 12–24 months of this report. Long-term recommendations, including ongoing initiatives, are anticipated to be implemented more than 24 months after this report. Recommendations are prioritized based on the following factors:  Actionable tasks  Tasks that will have the greatest immediate impact on the City’s emergency management program  Dependency on other actions or capability requirements (staff, plan development, budget allocations, etc.)  Tasks that are required to ensure ongoing strength of the program and supporting policies, plans, and procedures Immediate Recommendations The following high-priority recommendations should be implemented within 6–12 months of this report. Develop a Clear Vision/Mission Statement for Emergency Management An emergency management program must have a clear vision and mission, based on an all- hazards approach that defines roles and responsibilities for planning, preparedness, response, recovery, and mitigation phases of emergency management. The mission establishes the scope of emergency management within the City and increases awareness of the program. The mission should also establish key roles, responsibilities, and functions for City personnel in all phases of emergency management and communicate objectives and strategies for the program. The City’s emergency management program must maintain a central role in all emergency management-related activities in the City to support the core mission. As a result, emergency management staff must be present for system-wide initiatives and tasks related to emergency operations, response efforts that require the direct support and expertise of emergency management personnel, and support during the activation of the EOC, as necessary. Emergency management should provide planning support for any upcoming initiatives, including identification of new capabilities to support planning, preparedness, response, recovery, and mitigation for the City. Designate a Permanent Emergency Management Representative/Point of Contact The City should designate a permanent emergency management program representative who is the central POC for the program. The City should hire a full-time dedicated city employee for the designated representative/POC position. A full-time, dedicated Emergency 11.a Packet Pg. 127 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 18 Manager will ensure that establishment of the program and development of program initiatives have clear leadership and will provide clear, consistent direction for the City. If the City is not able to hire a full-time, dedicated Emergency Manager, then a City employee should be designated and provided with the necessary training and resources. This assignment should be consistent and long-term. Changing the staff person assigned to this position prevents continuity and consistency and will require hours of retraining at every change in assignment. Having a single City employee as the emergency management POC maintains continuity and consistency in coordination, communication, and collaboration with all stakeholders. For the remainder of this report, the term “Emergency Manager” refers to this full-time, dedicated City employee or designated City staff member, whichever is in place at the City. Key tasks for the Emergency Manager include oversight of all emergency management activities, tasking of personnel and contract support, and reporting and administrative duties. The Emergency Manager should attend the San Bernardino County Operational Area Coordinating Council at each quarterly meeting and ensure that the City coordinates with the San Bernardino County OES on a regular basis. State code requires the City to designate a Director of Emergency Services. We recommend that the City Manager maintain the Director designation but add the Emergency Manager as the Deputy Director of Emergency Services. This will provide a clear chain of succession for the emergency management program and demonstrate the importance of the program to the City. The Emergency Services designation is separate from the designation for the City Manager in the role of Chief Executive Officer for the City, which requires its own succession plan. The standard is to designate at least three consecutive successors for all positions. The Emergency Manager should have direct access to the City Manager, especially in emergency and disaster situations that result in an EOC activation, to ensure that the City Manager has all the information and support needed to make informed decisions in a crisis situation and to ensure that the City Manager is fully informed of the status of emergency planning and readiness throughout the organization. The responsibility for ensuring that the City is prepared falls upon the City Manager and ultimately the City Council, and therefore they should be updated regularly on the status of the emergency management program. Establish an Emergency Management Working Group The City should establish and facilitate a working group to communicate, coordinate, and integrate emergency management initiatives with identified emergency management stakeholders. The group should meet at least quarterly, but monthly is recommended, especially after initial establishment of the working group. Regular meetings will serve to effectively communicate emergency management goals, update stakeholders on the status of initiatives, and outline upcoming program initiatives. The working group will increase visibility and ensure proper buy-in on emergency management initiatives from internal and external stakeholders. The Emergency Manager should be the chair of the working group. Meeting minutes should be documented and distributed to working group members. Working group representatives will relay all emergency management-related needs to their respective departments, representatives, agencies, and/or organizations as necessary. This will limit issues with communications and confusion over chain of command between stakeholders. The following departments and agencies should be recruited to participate in the working group: City Manager, Emergency Manager, Planning, Community Development, Public Works, Human Resources, Parks and Recreation, Library, Utilities, Finance, Child Services, Grand Terrace CERT, San Bernardino County OES, San Bernardino County Sherriff’s Department, and San Bernardino County Fire Department. The working group should also include representatives for people with disabilities and other with access and functional needs. The working group can add additional members as necessary. 11.a Packet Pg. 128 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 19 Establish a Central, Accessible, and Secure Repository for Emergency Management Policies, Plans, and Procedures The City should develop a central repository for policies, plans, and procedures. All emergency management documents should be maintained electronically in a central location on the internal network or an identified web-based solution, with hard copies stored in a single designated location. The folders should be secured based on the sensitivity of documents, including their level of release with external stakeholders. Executive-level management and emergency management officials should have access to all documents and secured folders. Designated City employees and other stakeholders should have access to emergency plans and procedures in case of an emergency incident. Additional access levels can be identified and installed for different employee types and positions, such as general employees, working group members, and first responders. It is essential that documents never be stored on local hard drives or computers, with the exception of laptop computers designed to operate independently in the event of a major infrastructure failure. Master electronic copies should be secured on network- or web-based folders. Backup documentation is required for all current planning documents. All electronic documents should have at least one hard copy for backup. Emergency plans and procedures should have multiple hard copies for use during emergency incidents in case electronic access is lost. Reinstate the CERT Program The City, in coordination with the San Bernardino County OES CERT program coordinator, should reinstate the City CERT program. A lead CERT member should be designated who reports to the Emergency Manager. The Emergency Manager will be the primary POC for the City CERT program and to the San Bernardino County CERT program coordinator. CERT is a nationally recognized program that provides access to grant funding not available through the Volunteer Emergency Operations Committee structure. Training, exercise, and coordination activities are also available for CERT programs that are not available through the Committee structure. In addition, the City should consider a Teen CERT training program, whether sponsored directly by the City or in coordination with other local organizations. While the City should be the lead for CERT in the jurisdiction, other organizations (such as the school district) can coordinate with the City to provide training under a Teen CERT program, rather than have Teen CERT graduates become members of the City CERT program. Bringing together different facets of the community into one CERT program will improve the effectiveness of the program, provide for more efficient use of limited resources, and improve overall City emergency readiness. Merge the Existing Volunteer Emergency Operations Committee into the Reinstated CERT Program The Volunteer Emergency Operations Committee and the dedicated support that volunteers provide is a valuable resource to the City of Grand Terrace and best used within a CERT structure. CERT can not only provide the same services previously performed by the Committee, but can also provide additional community-wide services in a nationally recognized format, which allows access to grant funding and other resources not available through the current Committee structure. Combining current Committee members, new CERT members, and other members such as those participating in a Teen CERT program will improve overall City readiness by bringing together different facets of the community, all of whom can learn from one another. 11.a Packet Pg. 129 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 20 Update the Emergency Operations Plan An EOP ensures that the City can effectively prepare for, respond to, and recover from emergencies that may have an impact on services, administration, and operations or affect system safety. The EOP will provide citywide strategic direction and guidance for all emergency management-related policies, plans, and procedures. Standards and guidelines for development of an EOP are outlined in Appendix A. The City EOP update is in the final revision stage and should be approved soon. As part of the EOP update, the City should also update the City Emergency Organization ordinance. Identify Primary and Alternate EOCs and Develop EOC Activation Cache The City has currently identified the City Hall Child Care room as the location for the EOC. The City should determine a better location for the EOC for future use and should also identify an alternate EOC. The City should develop an EOC activation cache that includes all equipment, materials, and supplies needed to activate the EOC, including activation procedures. The EOC activation cache should be stored in a locked area at the EOC. Individual cache boxes should have zip ties that are only broken during inventory or actual use. The cache should be inventoried and restocked as needed at least quarterly or after any use of the cache. Until a permanent, dedicated location is determined for the EOC, the cache should be able to be moved to alternate EOC locations. Develop EOC Activation Procedures, Including Roles and Responsibilities for Emergency Operations Center Stakeholders The City should develop EOC activation procedures and train EOC responders on those procedures. The procedures should include the development of EOC support tools, checklists, and processes. The City should identify employees, departments, and external stakeholders that would participate in an activation of the City EOC. Procedures should include clear designation of roles and responsibilities within the EOC and applicable support tools, checklists, and processes to help these individuals perform their duties. Short-term Recommendations The following priority recommendations should be implemented within 12–24 months of this report. Improve Emergency Management Community Outreach and Public Education The City should develop an emergency management community outreach and public education program. This will improve awareness of City actions and community preparedness. A lot of emergency preparedness information is available, and the City should focus efforts on making that information usable and easy to access for the citizens of Grand Terrace. The City should add an Emergency Management/Emergency Preparedness section to the front page of the City website that provides a quick update of the City EOC activation status or other urgent emergency information. The front page should link to a Ready Grand Terrace webpage, which provides more detailed information on mitigation, preparedness, response, 11.a Packet Pg. 130 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 21 and recovery. The current Grand Terrace Emergency Services webpage has some helpful information, but this information should be updated and revised into the Ready Grand Terrace format. FEMA established Ready.gov as a template for emergency information. Examples include Ready.gov, ReadyLA, ReadyOntario, SBReady (San Bernardino City), ReadyOC, ReadyRiverside, and SacramentoReady. San Bernardino County has the ReadySB Community Preparedness app that can be used by Grand Terrace. San Diego County has ReadySanDiego.org, AlertSanDiego.org, SDCountyEmegency.com, SDCountyRecovery.com, and EvacuateMyPet as other examples, as well as Prepare SoCal, a public awareness campaign to create more resilient communities that are better equipped to help each other prevent, prepare for, and respond to life-threatening disasters. Any social media platforms used by Grand Terrace should be linked to the emergency management program and should be ready for use in an emergency situation. The use of social media such as Facebook and Twitter to both distribute information to the Whole Community and to gather information for EOC situational awareness has become a standard practice. The City should participate in emergency management community preparedness events and activities such as National Preparedness Month in September, America’s PrepareAthon!, and the Great California ShakeOut. Develop Response and Recovery Procedures in Compliance with SEMS and NIMS The City should coordinate with both internal and external emergency responders to establish clear response procedures to support emergency management goals and objectives. Key elements include incident response coordination procedures and damage assessment procedures. These procedures must be compliant with SEMS and NIMS guidance. With the limited resources currently available in the City, it should be anticipated that most emergencies will require external assistance. SEMS and NIMS were developed in part to ensure that, in these situations, all personnel are trained to the same standards and guidelines, ensuring that external assistance can rapidly and effectively integrate into a City emergency response and recovery organizational structure. The City should include the development of emergency management-specific SOPs for administrative, finance, mitigation, planning, response, recovery, and continuity planning. An example of inconsistency with emergency management standards and guidance is the term “Volunteer Emergency Operations Committee,” which, in the City of Grand Terrace, is commonly referred to as the “EOC.” The “EOC” term is reserved to refer to the “Emergency Operations Center.” One of the fundamentals of SEMS and NIMS is consistent and standardized terminology. If the Committee is to be maintained, then the Committee name should be changed to prevent confusion and to maintain consistent, standard terminology. Develop an Emergency Management Planning Process The City should develop a coordinated process for development and maintenance of emergency policies, plans, and procedures. The process should be included in regular activities of the Emergency Management Working Group to ensure that they are coordinated on a citywide basis. The current status of completed plans and documents in the development stage should be assessed and documented. Review, update, maintenance, and validation schedules for existing and developing documents should be identified and communicated to relevant stakeholders. 11.a Packet Pg. 131 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 22 An across-the-board inventory of all emergency management policies, plans, and procedures should be conducted. This includes a thorough inventory of existing emergency policies, plans, and procedures. Policies, plans, and procedures related to planning, mitigation, preparedness, response, and recovery should be reviewed and updated on a regular basis. The City should establish a calendar to provide progressive planning. For example, ideally the City Hazard Mitigation Plan (HMP) should be updated before the EOP, since some of the assumptions in the EOP are based on the HMP. Central to this effort is a full assessment of the status of emergency plans and support documents. Regular face-to-face meetings of the Emergency Management Working Group previously recommended should be conducted to support and facilitate plan development and training and exercise development and to assess additional emergency management needs, including plan templates, data collection, and plan maintenance. Emergency management-related policies, plans, and procedures must be coordinated and connected, even when they are developed to fulfill a specific standard, guide, or regulation. It is an all too common mistake to create plans and procedures that address a specific need but are created without coordination or connection, resulting in overlaps, inconsistencies, and even direct conflicts that may result in safety risks. Emergency management planning tasks include the following:  Develop a City emergency management strategic plan, including vision, mission, goals, and objectives. This plan is an essential component to provide guidance and direction for the emergency management program. This document should be coordinated with the San Bernardino County OES.  Develop a City emergency management risk assessment. This plan will determine hazards, threats, and risks specific to the City and provide guidance and direction for emergency management plans.  Develop a City hazard mitigation plan. The plan provides the foundation for all emergency management programs and provides guidance and direction related to mitigation. It will identify hazards specific to the City and will integrate with the Operational Area hazard mitigation plan. This document should be coordinated with the San Bernardino County OES. The development of a compliant Hazard Mitigation Plan will ensure that the City is eligible for the Federal hazard mitigation grant program.  Develop a critical infrastructure plan that identifies City-owned and -controlled infrastructure and external infrastructure systems that may have an impact on operations. This plan will be a component of the overall EOP.  Develop a Joint Information System plan that guides public information, outreach, and coordination efforts. This document should be coordinated with the San Bernardino County OES. This plan will be a component of the overall EOP.  Develop a mass care plan that provides for the Whole Community. The plan should be coordinated and built with mass care stakeholders and responders. This document should be coordinated with the San Bernardino County OES. This plan will be a component of the overall EOP.  Develop a disaster financial recovery plan that provides guidance for tracking disaster costs and reimbursement requirements. This document should be coordinated with the San Bernardino County OES. This plan will be a component of the overall EOP.  Develop a damage assessment plan that provides guidance and processes to follow after an emergency or disaster. This plan will help facilitate coordination with local 11.a Packet Pg. 132 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 23 emergency managers and responders. This document should be coordinated with the San Bernardino County OES. This plan will be a component of the overall EOP.  Develop a communications interoperability plan that facilitates both internal and external communications. This document should be coordinated with the San Bernardino County OES. This plan will be a component of the overall EOP.  Review, develop, and update mutual aid agreements to ensure necessary aid and partnering opportunities are identified and current. This document should be coordinated with the San Bernardino County OES. This plan will be a component of the overall EOP.  Develop strategies for planning for people with disabilities and others with access and functional needs. This will help ensure that people with disabilities and others with access and functional needs are properly included in the planning process. This will also ensure that the City complies with recent guidance and best practices. This document should be coordinated with the San Bernardino County OES.  Continue to participate in regional emergency planning and recovery planning. This will ensure that the City is aware of and integrated with regional initiatives.  Continue to participate in local and state emergency management meetings. This will ensure that City policies, plans, and procedures align with local stakeholder planning. This process establishes and continues a strong collaboration and coordination with key stakeholders.  Continue to develop, update, and maintain existing emergency management plans as required. Develop an Emergency Management Operational and Administrative Process The City needs adequate resources and personnel to handle the many administrative requirements in an emergency management program, from maintaining required financial, grant, and regulatory records to tracking emergency policies, plans, and procedures and required revisions and updates. This also includes documentation of various logistics requirements such as maintaining inventory records of emergency supplies and equipment. Administration will also help to ensure key logistical and financing tasks are completed. Through developing this area, the City will be able to properly maintain documentation for disaster procurement processes, track and manage resources, and follow necessary steps for reimbursement. As a result, development of an administrative focus for emergency management could help limit loss of revenue and liability for the City. As part of this effort, the City should develop a process or procedure to regularly research and identify potential grant opportunities, which would then be analyzed for applicability, and to determine whether to pursue the grant. The City should also research opportunities with foundations and corporations that may be able to provide resource support, including personnel. Operational and administrative tasks include the following:  Develop a reference library, including electronic and hard and soft copies, to facilitate access to key emergency management documentation and information.  Actively research and pursue grant opportunities. This activity should be coordinated with the San Bernardino County OES. 11.a Packet Pg. 133 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 24  Actively research and pursue foundation and corporation support opportunities. This includes the potential for providing personnel support.  Review and update human resources rules and regulations related to emergencies and disasters to improve the ability of employees to promptly and safely prepare for and respond to emergency situations.  Develop and implement emergency shelters to ensure that the Whole Community is protected in emergencies.  Develop complete emergency supplies kits for designated locations.  Develop complete emergency supplies kits for all vehicles.  Develop complete emergency supplies kits for all employees.  Improve emergency communications capabilities and interoperability, including technical improvements and procedural development.  Identify and develop an alternate EOC for use in the event that the primary EOC has been disabled or is unavailable.  Provide an annual presentation on emergency management activities to the City Council. This will increase visibility for the program and will ensure that the board is apprised of program improvements and capability requirements.  Improve emergency management geographic information system (GIS) and mapping capabilities. Develop an Emergency Management Training and Exercise Process The City should develop an emergency management training and exercise process and program. The goal of the training program is to provide required and essential training in an effective, efficient, and timely manner to improve overall emergency response readiness and capabilities. The goal of the exercise program is to improve overall readiness and capabilities of emergency response by validating training, emergency plans, and procedures to identify strengths and areas for improvement, demonstrate operational capabilities, and to prepare personnel to respond to real-world incidents, regardless of the threat or hazard. Exercises should integrate all levels of employees and stakeholders. Management and senior staff presence at drills and exercises is essential. According to HSEEP requirements, all training and exercises should be developed and scheduled from a master plan that is itself developed in a stakeholder-inclusive planning workshop. This will ensure that the training and exercise program is a fact-based plan that meets all requirements and is coordinated with all stakeholders to minimize and prevent scheduling conflicts. The City should develop and conduct a TEPW on at least an annual basis. The workshop should include the emergency management working group and other key stakeholders and would review applicable standards, guidelines, and requirements, as well as all after-action reports and improvement plans from the past year. The workshop should culminate with the development of a TEP that outlines training and exercise activities and a training and exercise schedule for the next 3–5 years. Both of these activities should be coordinated with the San Bernardino County OES and may be conducted jointly with OES sessions. The TEP provides a roadmap to follow in accomplishing the priorities described in the Emergency Management Strategic Plan and in alignment with Presidential Preparedness 11.a Packet Pg. 134 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 25 Directive 8 (PPD-8). This is accomplished in part through implementation of a building-block approach for exercise activities, including seminars, workshops, TTXs, drills, FXs, and FSEs. Included in the TEP are training and exercise forecasts, which provide a graphic illustration of proposed activities forecasted for upcoming calendar years. It is representative of the natural progression of training and exercises that take place in accordance with the HSEEP Progressive Exercise Cycle approach. The training and exercise schedule should be maintained and refined continuously by the City, including the status of program initiatives and a realistic schedule for upcoming quarters. The schedule should adhere to FEMA training and exercise standards. Although some training has been conducted in the past, records are incomplete and too much time has passed, so the City should proceed as if no training has been conducted in the development of the TEP. Emergency management training and exercise tasks include the following:  Develop and implement an internal training and exercise workgroup as a subcommittee of the emergency management working group. The group should meet regularly (monthly is recommended, but at least quarterly) to ensure training and exercises are properly coordinated. This activity should be coordinated with the San Bernardino County OES.  Conduct an annual stakeholder-inclusive TEPW in accordance with HSEEP guidance to update the TEP. This activity should be coordinated with the San Bernardino County OES.  Review and update the TEP on an annual basis.  Coordinate training and exercise activities with stakeholders, especially the San Bernardino County OES, to maximize use of existing resources and develop an efficient and effective training and exercise schedule.  Develop and conduct training courses and exercises in accordance with HSEEP guidance and as described in the TEP. While the TEPW and resultant TEP will provide the specific guidance, the City should consider at least one TTX every year and at least one FSE every 3 years. This should include at least one after-hours exercise and one no-notice exercise every year.  Develop and conduct SEMS/DSW training for all current employees in accordance with California Governor’s Office of Emergency Services guidance.  Develop and conduct personal and/or family emergency preparedness training for all employees.  Conduct NIMS 700 and 100 training for all employees in accordance with NIMS requirements. This activity should be coordinated with the San Bernardino County OES.  Conduct additional NIMS training for all applicable employees in accordance with NIMS requirements.  Develop and conduct emergency management training for all new employees, including the completion of required training prior to release to assignment.  Coordinate with the San Bernardino County OES to ensure all training and exercises related to the City are synchronized and resources are shared as appropriate. 11.a Packet Pg. 135 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 26  Provide opportunities for staff to participate in training and exercise activities facilitated and coordinated by key external agencies and responders.  Identify opportunities to host regional and local emergency management meetings, training, and exercises. Long-term Recommendations The following long-term recommendations are anticipated to be implemented within 24 months or more of this report. Some of these initiatives include ongoing tasks and actions. Support Ongoing Emergency Management Planning The City should continue to support and develop the emergency management planning process. The City should continue a coordinated process for development and maintenance of emergency plans and procedures, with the working group as the lead. The review, update, maintenance, and validation schedule should be updated every year. The City should continue regular face-to-face meetings of the Emergency Management Working Group to support and facilitate plan development and training and exercise development and to assess additional emergency management needs, including plan templates, data collection, and plan maintenance. Emergency management planning tasks include the following:  Updating and maintaining the emergency management strategic plan.  Updating and maintaining the City emergency management risk assessment.  Updating and maintaining the City hazard mitigation plan.  Updating and maintaining the critical infrastructure plan.  Updating and maintaining emergency management-specific SOPs for administration, finance, mitigation, planning, response, recovery, and continuity planning.  Updating and maintaining the Joint Information System plan.  Updating and maintaining the mass care plan.  Updating and maintaining the disaster financial recovery plan.  Updating and maintaining the damage assessment plan.  Updating and maintaining the communications interoperability plan.  Updating and maintaining mutual aid agreements.  Updating and maintaining strategies for planning for people with disabilities and others with access and functional needs.  Continue to participate in regional emergency planning and recovery planning.  Continue to participate in local and state emergency management meetings.  Continue to develop, update, and maintain existing emergency management plans as required. 11.a Packet Pg. 136 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 27 Support Ongoing Emergency Management Operational and Administrative Tasks The City should continue to provide adequate resources and personnel to handle emergency management program administrative requirements. As part of this effort, the City should continue to regularly research and identify potential grant opportunities, which would then be analyzed for applicability, and to determine whether to pursue the grant. Emergency management operational and administrative tasks include the following:  Maintain the reference library.  Actively research and pursue grant opportunities.  Maintain and update human resources rules and regulations related to emergencies and disasters.  Maintain emergency shelters.  Maintain emergency supplies kits for designated locations.  Maintain emergency supplies kits for all vehicles.  Maintain emergency supplies kits for all employees.  Maintain emergency communications capabilities and interoperability.  Maintain emergency management GIS and mapping capabilities.  Maintain an alternate EOC.  Pursue and complete NOAA NWS Storm Ready certification.  Pursue and complete Emergency Management Accreditation Program.  Provide an annual presentation on emergency management activities to the City Council. Support Ongoing Emergency Management Training and Exercise Tasks The City should continue to support and develop the training and exercise program as detailed in the TEP. The goal of the training program is to provide required and essential training in an effective, efficient, and timely manner to improve overall emergency response readiness and capabilities. The goal of the exercise program is to improve overall readiness and capabilities of emergency response by validating training, emergency plans, and procedures to identify strengths and areas for improvement, demonstrate operational capabilities, and prepare personnel to respond to real-world incidents, regardless of the threat or hazard. Training and exercise tasks include the following:  Maintain the internal training and exercise workgroup as a subcommittee of the emergency management working group.  Conduct an annual stakeholder-inclusive TEPW.  Update the TEP on an annual basis.  Coordinate training and exercise activities with stakeholders. 11.a Packet Pg. 137 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 28  Develop and conduct training courses and exercises in accordance with HSEEP guidance and as described in the TEP.  Conduct annual refresher SEMS/DSW training.  Conduct personal and/or family emergency preparedness training for all employees.  Conduct and complete required NIMS training.  Conduct emergency management training for all new employees.  Coordinate with the San Bernardino County OES to ensure all training and exercises related to the City are synchronized and resources are shared as appropriate.  Provide opportunities for staff to participate in training and exercise activities facilitated and coordinated by key external agencies and responders.  Identify opportunities to host regional and local emergency management meetings, training, and exercises.  When possible, participate in the FEMA Integrated Emergency Management Course (IEMC) to help improve organizational readiness. Develop a Business Continuity/Continuity of Operations Plan To ensure that the City can effectively plan and perform its mission-essential functions during a disruption event, including operations, administrative functions, and service, a Business Continuity Plan (BCP)/Continuity of Operations (COOP) Plan should be developed. Emergency events can quickly interrupt, paralyze, or destroy the ability to perform these functions. While the impact of these disruption events cannot be predicted, planning for operations under such conditions can mitigate the impact on employees, customers, facilities, services, and missions. While the ultimate goal is to improve and expand capabilities by developing and implementing the BCP/COOP Plan and procedures, the City should consider external support for assistance while the capabilities are being developed. This external support must be highly proficient and experienced in both BCP/COOP and emergency management The EOP will provide overarching direction and guidance to the City. The BCP/COOP Plan is part of the overall citywide EOP. The BCP/COOP Plan carries out the direction and guidance from the EOP in a specific area—continuity of operations—and documents continuity planning processes to help ensure mission-essential functions are maintained. Develop a Recovery Plan The City should develop a Recovery Plan in coordination with the San Bernardino County OES. The Recovery Plan should include information and guidance on recovery from a catastrophic incident. While a Recovery Plan is a critical piece of a complete emergency management program, it will not be effective or efficient to develop a Recovery Plan until other foundational plans are developed, including the EOP and BCP/COOP Plan. 11.a Packet Pg. 138 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 29 Recommendations Summary I (Immediate), S (Short-term), or L (Long- term) Recommendation Responsible Party I Develop a clear vision/mission statement for emergency management City Manager I Designate a permanent emergency management representative/point of contact City Manager I Establish an emergency management working group Emergency Manager I Establish a central, accessible, and secure repository for emergency management policies, plans, and procedures Working Group, Information Technology I Reinstate the CERT program City Manager I Merge the existing volunteer emergency operations committee into the reinstated cert program City Manager I Update the Emergency Operations Plan (EOP) Emergency Manager I Identify primary and alternate eocs and develop eoc activation cache Working Group I Develop EOC activation procedures, including roles and responsibilities for EOC stakeholders Working Group S Improve emergency management community outreach and public education Working Group S Develop response and recovery procedures in compliance with SEMS and NIMS Working Group S Develop an emergency management planning process Working Group S Develop an emergency management operational and administrative process Working Group S Develop an emergency management training and exercise process Working Group L Support ongoing emergency management planning Working Group L Support ongoing emergency management operational and administrative tasks Working Group L Support ongoing emergency management training and exercise tasks Working Group L Develop a Business Continuity Plan (BCP)/Continuity of Operations (COOP) Plan Working Group L Develop a Recovery Plan Working Group 11.a Packet Pg. 139 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 30 This page intentionally left blank. 11.a Packet Pg. 140 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 31 Next Steps The organizational issues described in this document need to be addressed through a comprehensive improvement of the City’s emergency management program and require a strategic approach to guide planning, training, exercises, and administrative tasks. The following recommendations should be addressed within 6–12 months of the final delivery of the assessment report:  Develop and communicate emergency management vision and mission statements.  Designate a permanent emergency management program representative/POC.  Establish an emergency management working group.  Establish a central, accessible, and secure repository for emergency management policies, plans, and procedures.  Reinstate the CERT program.  Merge the existing Volunteer Emergency Operations Committee into the CERT program.  Update the Emergency Operations Plan (EOP), including the City Emergency Organization ordinance.  Identify a primary and alternate EOC and develop an EOC activation cache.  Develop EOC activation procedures, including roles and responsibilities for EOC stakeholders. These efforts will establish a foundation for program development and all future emergency management initiatives. The recommendations in this report are tiered to most effectively build the City emergency management program both in an immediate and long-term manner. It is still essential to have a strategic, phased approach to increase and improve personnel, plans, and capabilities. All future development will be based on the successful completion of these immediate recommendations. 11.a Packet Pg. 141 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project 32 This page intentionally left blank. 11.a Packet Pg. 142 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project A-1 Appendix A: Standards and Guidelines National 1 Emergency Management Accreditation Program (EMAP) Emergency Management Standard 2013 http://www.emaponline.org/index.php/root/for-programs/23-2013-emergency-management- standard/file 2 ANSI 223/NFPA 1600: Standard on Disaster/Emergency Management and Business Continuity/Continuity of Operations Programs 2016 http://www.nfpa.org/codes-and-standards/document-information-pages?mode=code&code=1600 3 ISO 22301:2012 Business Continuity Management Systems 2012 https://www.iso.org/obp/ui/#iso:std:iso:22301:ed-1:v2:en 4 ISO 22398:2013 Guidelines for Exercises 2013 https://www.iso.org/obp/ui/#iso:std:iso:22398:ed-1:v1:en 5 ASIS GDL BC 01 Business Continuity Guideline: A Practical Approach for Emergency Preparedness, Crisis Management, and Disaster Recovery 2005 https://www.uschamber.com/sites/default/files/legacy/issues/defense/files/guidelinesbc.pdf 6 ASIS SPC.1-2009 Organizational Resilience: Security, Preparedness, and Continuity Management Systems—Requirements with Guidance for Use 2009 http://www.ndsu.edu/fileadmin/emgt/ASIS_SPC.1-2009_Item_No._1842.pdf Federal 1 Post-Katrina Emergency Management Reform Act of 2006 https://www.congress.gov/109/bills/s3721/BILLS-109s3721rs.pdf 2 Robert T. Stafford Disaster Relief and Emergency Assistance Act 2013 http://www.fema.gov/media-library-data/1383153669955- 21f970b19e8eaa67087b7da9f4af706e/stafford_act_booklet_042213_508e.pdf 3 National Incident Management System 2008 http://www.fema.gov/pdf/emergency/nims/NIMS_core.pdf 4 Presidential Policy Directive PPD-8: National Preparedness 2011 http://www.dhs.gov/presidential-policy-directive-8-national-preparedness 5 FEMA Strategic National Risk Assessment 2011 http://www.fema.gov/media-library-data/20130726-1854-25045- 5035/rma_strategic_national_risk_assessment_ppd8_1_.pdf 6 FEMA National Preparedness Goal 2011 http://www.fema.gov/media-library-data/20130726-1828-25045- 9470/national_preparedness_goal_2011.pdf 7 FEMA Core Capabilities 2011 https://www.fema.gov/core-capabilities 11.a Packet Pg. 143 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project A-2 Federal 8 FEMA National Preparedness System 2011 http://www.fema.gov/media-library-data/20130726-1855-25045- 8110/national_preparedness_system_final.pdf 9 FEMA Whole Community Approach to Emergency Management: Principles, Themes, and Pathways for Action 2011 http://www.fema.gov/media-library-data/20130726-1813-25045- 0649/whole_community_dec2011__2_.pdf 10 FEMA National Planning Frameworks https://www.fema.gov/national-planning-frameworks 11 FEMA Overview of the National Planning Frameworks 2014 http://www.fema.gov/media-library-data/1406718145199- 838ef5bed6355171a1f2d934c25f8ad0/FINAL_Overview_of_National_Planning_Frameworks_20140 729.pdf 12 FEMA National Prevention Framework 2013 http://www.fema.gov/media-library-data/20130726-1913-25045- 6071/final_national_prevention_framework_20130501.pdf 13 FEMA National Protection Framework 2014 http://www.fema.gov/media-library-data/1406717583765- 996837bf788e20e977eb5079f4174240/FINAL_National_Protection_Framework_20140729.pdf 14 FEMA National Mitigation Framework 2013 http://www.fema.gov/media-library-data/20130726-1914-25045- 9956/final_national_mitigation_framework_20130501.pdf 15 FEMA National Response Framework, Second Edition 2013 http://www.fema.gov/media-library-data/20130726-1914-25045- 1246/final_national_response_framework_20130501.pdf 16 FEMA National Disaster Recovery Framework 2011 http://www.fema.gov/media-library-data/20130726-1820-25045-5325/508_ndrf.pdf 17 FEMA National Infrastructure Protection Plan 2013 http://www.dhs.gov/sites/default/files/publications/National-Infrastructure-Protection-Plan-2013- 508.pdf 18 FEMA National Preparedness Report 2014 https://www.llis.dhs.gov/sites/default/files/2014 National Preparedness Report.pdf 19 FEMA Comprehensive Preparedness Guide (CPG) 101 Version 2.0 2010 http://www.fema.gov/pdf/about/divisions/npd/CPG_101_V2.pdf 20 FEMA Threat and Hazard Identification and Risk Assessment Guide, Second Edition 2013 http://www.fema.gov/media-library- data/8ca0a9e54dc8b037a55b402b2a269e94/CPG201_htirag_2nd_edition.pdf 21 Homeland Security Exercise and Evaluation Program (HSEEP) 2013 http://www.fema.gov/media-library-data/20130726-1914-25045-8890/hseep_apr13_.pdf 11.a Packet Pg. 144 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project A-3 State 1 California Emergency Services Act 2011 http://www.calema.ca.gov/planningandpreparedness/documents/2011 esa.pdf 2 Standardized Emergency Management System (SEMS) 2006 http://www.calema.ca.gov/PlanningandPreparedness/Documents/2006-SEMSGdlins- CovConIntro.pdf 3 State of California Emergency Plan 2009 http://www.calema.ca.gov/PlanningandPreparedness/Documents/SEP 7-01-09 covrev.pdf 4 Cal EMA Strategic Plan 2010-2015 http://www.calema.ca.gov/LandingPages/Documents/Cal EMA Strategic Plan 2010-2015.pdf 5 California Disaster and Civil Defense Master Mutual Aid Agreement http://www.calema.ca.gov/planningandpreparedness/documents/camastermutaid.pdf 6 California Catastrophic Incident Base Plan: Concept of Operations 2008 http://www.calema.ca.gov/PlanningandPreparedness/Documents/Cat_Incident_Base_Plan.pdf 7 Southern California Catastrophic Earthquake Response Plan 2010 http://www.calema.ca.gov/planningandpreparedness/pages/catastrophic-planning.aspx Local 1 San Bernardino County Operational Area Emergency/Disaster Plans and Annexes 2 Los Angeles Regional Recovery Guidance for Emergency Planners 2012 http://catastrophicplanning.org/products/LA_Recovery_Guide_09-06-12.pdf 3 Los Angeles Regional Catastrophic Preparedness Planning http://catastrophicplanning.org 11.a Packet Pg. 145 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project A-4 This page intentionally left blank. 11.a Packet Pg. 146 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project B-1 Appendix B: Glossary Access and Functional Needs: Individuals and groups who may have additional needs before, during, and after an incident, including but not limited to: maintaining independence, communication, transportation, supervision, and medical care. After-action Report: A document that analyzes the effectiveness of actions following an incident, event, or exercise. The document may include lessons learned and recommendations to improve procedures or planning. All Hazards: A grouping or classification encompassing all conditions—environmental or manmade—that have the potential to cause injury, illness, or death, or damage to or loss of equipment, infrastructure, services, or property. Alert/Notification: The dissemination of emergency information to personnel, individuals, or the general public to notify, protect, or guide protective actions. Business Continuity: The ability to ensure continuity of service and support and to maintain its viability before, after, and during an event. Call Tree: A document that depicts the calling responsibilities and the calling order used to contact key individuals in the event of an incident. Chain of Command: The order in which authority and power in an organization is used and assigned from top management down within an organization. Concept of Operations: A planning section that clearly and concisely states a proposed system, including what the plan will accomplish and how it will be done using available resources. Continuity of Operations (COOP) Plan: A plan that provides guidance on the system restoration from an event, and for maintaining a state of readiness to provide the necessary level of information processing support commensurate with the mission requirements/priorities identified by the respective functional proponent. The Federal government and its supporting agencies traditionally use this term to describe activities otherwise known as Disaster Recovery, Business Continuity, Business Resumption, or Contingency Planning. Crisis: A critical event that, if not handled in an appropriate manner, may dramatically impact a department’s profitability, reputation, or ability to operate; or, an occurrence and/or perception that threatens the operations, staff, shareholder value, stakeholders, brand, reputation, trust, and/or strategic/business goals of a department. Critical Functions: Business activities or information that could not be interrupted or unavailable for several business days without significantly jeopardizing the operation of the organization. Critical Infrastructure: Systems whose incapacity or destruction would have a debilitating impact on the economic security of an organization, community, nation, etc. 11.a Packet Pg. 147 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project B-2 Damage Assessment: The process of determining damage to the Whole Community following an incident. Data Backups: The backup of system, application, program, and/or production files to media that can be stored on and/or offsite. Data backups can be used to restore corrupted or lost data or to recover entire systems and databases in the event of a disaster. Data backups should be considered confidential and should be kept secure from physical damage and theft. Declaration: A formal announcement by pre-authorized personnel that an incident is predicted or has occurred and that triggers pre-arranged actions. Disaster: A sudden, unplanned, calamitous event causing great damage or loss. Emergency: An unexpected or impending situation that may cause injury, loss of life, destruction of property, or that may cause the interference, loss, or disruption of a department’s normal business operations to such an extent that it poses a threat. Emergency Operations Center (EOC): The central location for multi-agency coordination and communications at a strategic level during an incident. The EOC provides for coordination, policy, situational awareness, and resource management. (The EOC term should not be confused with the Volunteer Emergency Operations Committee.) Essential Functions: Internal agency functions necessary to continue operations and support services. Exercise: An activity designed to execute plans and evaluate performance against approved standards or objectives. Exercise results identify gaps and limitations and are used to improve and revise the plans. Types of exercises include: Seminar, Workshop, Tabletop Exercise, Functional Exercise, and Full-scale Exercise. First Responder: A representative from a response agency who is responsible for the protection of life, property, and the environment during an initial response to an event. Incident: An event that is not part of standard operations that may impact or interrupt services. Incident Command System (ICS): A systemized, organized tool used for the command, control, and coordination of emergency response. Incident Commander: The individual responsible for all aspects of an emergency response under the Incident Command System, including quickly developing incident objectives, managing all incident operations, application of resources, as well as responsibility for all persons involved. National Incident Management System (NIMS): A set of concepts and principles developed by FEMA and supported by the National Preparedness Goal on how to manage emergencies regardless of their size, location, or complexity. Plan Maintenance: The management process of keeping plans current and effective. Maintenance procedures are a part of the process of reviewing and updating the plans on a defined schedule. Recovery: Implementing the prioritized actions required to return the processes and support functions to operational stability following an interruption or disaster. 11.a Packet Pg. 148 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project B-3 Response: The initial reaction to an incident or event focused on saving lives. Standardized Emergency Management System (SEMS): The California system of concepts and principles for managing incidents. NIMS is based on SEMS. Stakeholder: An external entity or representative from an external agency that has shared interest with the City. Volunteer Emergency Operations Committee: The group of volunteers who assist the city with emergency operations. The term “EOC” has been used for this group, but it should not be confused with the EOC term that refers to an Emergency Operations Center. Whole Community: An approach to emergency management where the resources of the community are collected and utilized in preparing for, protecting against, responding to, recovering from, and mitigating against all hazards. 11.a Packet Pg. 149 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project B-4 This page intentionally left blank. 11.a Packet Pg. 150 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project C-1 Appendix C: Acronyms and Abbreviations Acronym/Abbreviation Term ADA Americans with Disabilities Act AFN Access and Functional Needs ANSI American National Standards Institute BCP Business Continuity Plan Cal OES California Governor’s Office of Emergency Services CERT Community Emergency Response Team COOP Continuity of Operations CPG Comprehensive Preparedness Guide DHS U.S. Department of Homeland Security DSW Disaster Service Worker EF Emergency Function EOC Emergency Operations Center EOP Emergency Operations Plan ESF Emergency Support Function FEMA Federal Emergency Management Agency GIS Geographic Information System HSEEP Homeland Security Exercise and Evaluation Program IC Incident Commander ICP Incident Command Post ICS Incident Command System ISO International Organization for Standardization JIC Joint Information Center NDRF National Disaster Recovery Framework NFPA National Fire Protection Association NGO Nongovernmental Organization NIMS National Incident Management System NOAA National Oceanic and Atmospheric Administration NRF National Response Framework NWS National Weather Service PIO Public Information Officer POC Point of Contact PPD-8 Presidential Preparedness Directive 8 11.a Packet Pg. 151 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t Assessment Report: City of Grand Terrace Emergency Operations Coordination Services Project C-2 SEMS Standardized Emergency Management System SOP Standard Operating Procedure TEP Training and Exercise Plan TEPW Training and Exercise Program Workshop UC Unified Command USGS U.S. Geological Survey VEOC Volunteer Emergency Operations Committee 11.a Packet Pg. 152 At t a c h m e n t : G r a n d _ T e r r a c e _ E O _ C o o r d i n a t i o n _ S e r v i c e s _ A s s e s s m e n t _ R e p o r t _ F I N A L _ 2 0 1 6 - 1 0 . . . ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t [DRAFT Revision 6] [October 19, 2016] City of Grand Terrace Emergency Operations Plan Part I Basic Plan October 19, 2016 11.b Packet Pg. 153 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Foreword CITY OF GRAND TERRACE Emergency Operations Plan i 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. 11.b Packet Pg. 154 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Letter of Promulgation CITY OF GRAND TERRACE Emergency Operations Plan ii October 19, 2016 To: City Officials, Employees, and Citizens of the City of Grand Terrace Re: Letter of Promulgation The preservation of life, property, and the environment is an inherent responsibility of local, state, and federal governments. The City of Grand Terrace has prepared this Emergency Operations Plan (EOP) to ensure the most effective and economical allocation of resources for the maximum benefit and protection of the community in time of emergency. While no plan can completely prevent loss of life and property, good plans carried out by knowledgeable and well-trained personnel can and will minimize losses. This plan conforms to current state and federal guidelines for emergency plans and complies with the California Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) standards. The objective of this plan is to incorporate and coordinate all the facilities and personnel of the City into an efficient organization capable of responding to any emergency. This EOP is an extension of the State of California Emergency Plan and the National Response Framework and will be reviewed and exercised periodically and revised as necessary to meet changing conditions. The City Council gives its full support to this plan and urges all officials, employees, and citizens, individually and collectively, to do their share in the total emergency effort for the City of Grand Terrace. Mayor, City of Grand Terrace Approval Date 11.b Packet Pg. 155 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Plan Concurrence CITY OF GRAND TERRACE Emergency Operations Plan iii 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 G. Harold Duffey, City Manager Date Planning and Development Services Department Sandra Molina, Director of Community Development Date Public Works Yanni Demitri, Director, Public Works Date City Clerk Pat Jacquez Nares, City Clerk Date Child Care Services Linda Phillips, Director, Child Care Services Date Finance Department Cynthia Fortune, Director of Finance Date Fire Services Dan Wooter, Battalion Chief, San Bernardino County Fire Date Law Enforcement Services Hector Gomez, Captain, San Bernardino County Sheriff Date 11.b Packet Pg. 156 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Table of Contents CITY OF GRAND TERRACE Emergency Operations Plan iv Table of Contents 1 INTRODUCTION ......................................................................................................................................... 1 1.1 Purpose ............................................................................................................................................................. 1 1.2 Scope ................................................................................................................................................................. 1 1.3 Plan Organization .............................................................................................................................................. 1 2 SITUATION AND ASSUMPTIONS ................................................................................................................ 3 2.1 Hazard and Threat Analysis Summary .............................................................................................................. 3 2.2 Planning Assumptions ....................................................................................................................................... 5 2.3 Natural Hazards ................................................................................................................................................. 6 2.4 Industrial/Technological/Man-Made Hazards .................................................................................................. 6 2.5 Capability Assessment ...................................................................................................................................... 7 3 EMERGENCY MANAGEMENT ORGANIZATION ........................................................................................... 8 3.1 Organization, Roles, and Responsibilities ......................................................................................................... 8 3.2 Standardized Emergency Management System (SEMS)-Based Emergency Organization .............................. 14 3.3 Emergency Functions ...................................................................................................................................... 16 4 CONCEPT OF OPERATIONS ....................................................................................................................... 19 4.1 Overview ......................................................................................................................................................... 19 4.2 Emergency Management Phases .................................................................................................................... 19 4.3 Emergency Declarations ................................................................................................................................. 23 4.4 Notification and Mobilization ......................................................................................................................... 25 4.5 SEMS Coordination Levels ............................................................................................................................... 25 4.6 Incident Command System ............................................................................................................................. 26 5 EMERGENCY OPERATIONS CENTER .......................................................................................................... 28 5.1 Emergency Operations Center Organization .................................................................................................. 28 5.2 Special Districts, Private And Nonprofit Agencies ........................................................................................... 29 5.3 Primary And Alternate EOC ............................................................................................................................. 30 5.4 Activation/Deactivation of EOC ...................................................................................................................... 30 5.5 Field/EOC Communications and Coordination ............................................................................................... 31 5.6 Field/EOC Direction And Control Interface ..................................................................................................... 31 5.7 Field Coordination with DOCs and EOCs ......................................................................................................... 33 11.b Packet Pg. 157 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Table of Contents CITY OF GRAND TERRACE Emergency Operations Plan v 6 MUTUAL AID............................................................................................................................................ 34 7 INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION ............................................................... 35 7.1 Technology ...................................................................................................................................................... 35 8 PUBLIC INFORMATION............................................................................................................................. 37 8.1 Overview ......................................................................................................................................................... 37 8.2 Responsibility .................................................................................................................................................. 37 8.3 Function .......................................................................................................................................................... 38 8.4 Joint Information Center ................................................................................................................................. 38 8.5 Public Awareness and Education .................................................................................................................... 39 9 ACCESS AND FUNCTIONAL NEEDS ............................................................................................................ 41 10 CONTINUITY OF GOVERNMENT ............................................................................................................... 42 10.1 Overview ......................................................................................................................................................... 42 10.2 Alternate Government Facilities ..................................................................................................................... 43 10.3 Vital Record Retention .................................................................................................................................... 43 11 RECOVERY OVERVIEW ............................................................................................................................. 45 11.1 Overview ......................................................................................................................................................... 45 11.2 Recovery Organization .................................................................................................................................... 46 11.3 Recovery Damage Assessment ....................................................................................................................... 47 11.4 Recovery Documentation ............................................................................................................................... 48 11.5 Recovery After-Action Reports ....................................................................................................................... 49 11.6 Recovery Disaster Assistance .......................................................................................................................... 50 12 ADMINISTRATION AND LOGISTICS ........................................................................................................... 53 12.1 Administration ................................................................................................................................................ 53 12.2 Logistics ........................................................................................................................................................... 54 13 EMERGENCY PLAN MAINTENANCE AND DISTRIBUTION........................................................................... 55 13.1 Record of Changes .......................................................................................................................................... 55 13.2 Record of Distribution ..................................................................................................................................... 55 14 STANDARD OPERATING PROCEDURES DEVELOPMENT ............................................................................ 56 15 TRAINING AND EXERCISES ....................................................................................................................... 57 15.1 Preparedness Training .................................................................................................................................... 57 11.b Packet Pg. 158 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Table of Contents CITY OF GRAND TERRACE Emergency Operations Plan vi 15.2 Preparedness Exercises ................................................................................................................................... 57 APPENDIX 1: AUTHORITIES AND REFERENCES ...................................................................................................... 59 Local Authorities ...................................................................................................................................................... 59 State Authorities ...................................................................................................................................................... 59 Federal Authorities .................................................................................................................................................. 59 References ............................................................................................................................................................... 60 APPENDIX 2: GLOSSARY OF TERMS ...................................................................................................................... 61 APPENDIX 3: CONTACT LIST ................................................................................................................................. 76 APPENDIX 4: STANDARDIZED EMERGENCY MANAGEMENT SYSTEM EOC POSITION CHECKLISTS ......................... 77 APPENDIX 5: SUPPORTING DOCUMENTATION ..................................................................................................... 78 11.b Packet Pg. 159 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 1 Introduction CITY OF GRAND TERRACE Emergency Operations Plan 1 1 INTRODUCTION 1.1 PURPOSE This Emergency Operations Plan (EOP) provides a comprehensive, single source of guidance 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 coordinated response. It further provides guidance regarding management concepts relating to 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 response to multiagency and multi-jurisdictional emergencies. SEMS incorporates the use of the Incident Command System (ICS), mutual aid, the operational area concept, and multi/interagency coordination. In accordance with the City of Grand Terrace Municipal Code and the California 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. Essential elements of the basic plan include:  A description of the emergency services that are provided by governmental agencies and how resources are mobilized; 11.b Packet Pg. 160 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 1 Introduction CITY OF GRAND TERRACE Emergency Operations Plan 2  An outline of the methods for carrying out emergency operations and the process for rendering mutual aid;  An overview of the system for providing public information; and  Emphasis on the need for continuity planning to ensure uninterrupted government operations. These elements culminate with a comprehensive emergency management concept of operations that outlines the relationships and responsibilities for state government and its political subdivisions. Emergency Function Annexes: This plan implements Emergency Function working groups, which will develop functional annexes that follow an established format to describe discipline- specific goals, objectives, operational concepts, capabilities, organizational structures, and related policies and procedures. The functional annexes will be developed separately from the basic plan and will make reference to existing agency and department plans and procedures. Supporting plans and documents should be listed in an attachment to each functional annex. Support Annexes: The support annexes describe the framework through which the City of Grand Terrace departments and agencies, the private sector, not-for-profit and voluntary organizations, and other nongovernmental organizations (NGOs) coordinate and execute the common emergency management strategies. The actions described in the support annexes apply to nearly every type of emergency. Hazard-Specific Annexes: The hazard-, threat-, or incident-specific annexes describe the policies, situation, concept of operations, and responsibilities for particular hazards, threats, or incidents. Appendices: Subsequent plans and procedures that are developed in support of the EOP, such as mutual aid plans, hazard-specific plans, catastrophic plans, and related procedures will be incorporated by reference and maintained separate from the basic plan. 11.b Packet Pg. 161 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 2 Situation and Assumptions CITY OF GRAND TERRACE Emergency Operations Plan 3 2 SITUATION AND ASSUMPTIONS 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 80ºF and an average low of 53ºF. The climate is characterized by hot dry summers when temperatures can rise above 100º, 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. 11.b Packet Pg. 162 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 2 Situation and Assumptions CITY OF GRAND TERRACE Emergency Operations Plan 4 The City is exposed to many hazards, all of which have the potential to disrupt the community, causing damage and creating casualties. Possible natural hazards include earthquakes, floods, wildfires, and winter storms. Other man-made disaster situations could develop from hazardous material (HazMat) accidents, public health-related incidents, major transportation accidents, or acts of terrorism. The threat of a war-related incident such as a nuclear, biochemical, or conventional attack is present as well. The organizations described or noted in this plan will be aware of significant emergency conditions as they arise. These conditions will trigger a response consistent with the respective responsibilities and roles defined either by this plan or other legal and policy frameworks. The responding organizations will be constrained in their response by the level of training, readiness activities, and interagency coordination undertaken prior to the event.  The citizens of Grand Terrace will be expected to provide for their immediate needs to the extent possible for at least two weeks following a catastrophic event, or for at least 72 hours following a location-specific event. This may include public as well as private resources in the form of lifeline services.  A catastrophic earthquake would adversely impact local, County, and state government response capabilities. Consequently, a number of local emergencies would be declared.  Communications, electrical power, water and natural gas lines, sewer lines, and fuel stations will be seriously impaired during the first 24–72 hours following a major earthquake and may not be fully restored for 30 days or more. 11.b Packet Pg. 163 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 2 Situation and Assumptions CITY OF GRAND TERRACE Emergency Operations Plan 5  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 earthquake will be available during the first 6–12 hours. Mission capability may be available within 24 hours.  In the event of a catastrophic earthquake, a clear picture regarding the extent of damage, loss of life, and injuries may not be known for at least 36 hours. 2.2 PLANNING ASSUMPTIONS  Due to limited staff and resources, a major emergency or disaster may overwhelm the capabilities of Grand Terrace to provide prompt and effective emergency response and recovery. Mutual aid will be requested when disaster relief requirements exceed the 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 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 requests. Additionally, medicines may be in short supply.  Damage to facilities that use hazardous or toxic chemicals could result in the release of these hazardous materials into the environment.  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 open.  Volunteers will come from within the City. Some volunteers may come from other areas to help, which may present challenges with accountability. Donated goods that are not presently needed may be dropped off at various locations.  Effective emergency operations require periodic training and exercises.  Grand Terrace emergency personnel and disaster service workers will utilize SEMS and the National Incident Management System (NIMS). 11.b Packet Pg. 164 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 2 Situation and Assumptions CITY OF GRAND TERRACE Emergency Operations Plan 6  City communication and work centers may be destroyed or rendered inoperable during a disaster. Normal operations can be disrupted during a general emergency; however, the City can still operate effectively if public officials, first responders, employees, volunteers, and residents are:  Familiar with established policies and procedures;  Assigned pre-designated tasks;  Provided with assembly instructions; and  Formally trained in their duties, roles, and responsibilities required during emergency operations.  The City’s planning strategies will make every effort to consider the needs of the general population, children of all ages, individuals with disabilities and others with access and functional needs, immigrants, individuals with limited English proficiency, and diverse racial and ethnic populations. 2.3 NATURAL HAZARDS The City of Grand Terrace General Plan – Public Safety Element identified the following natural hazards:  Wildfires  Earthquake  High winds/straight line winds  Extreme heat  Utility failure/power disruption  Flooding  Dam failure  Drought and water shortage  Landslides The San Onofre nuclear power plant located about 60 miles from Grand Terrace was previously identified as a hazard, but it has since been shut down. Flooding could be from rainfall or from infrastructure within the City such as aqueducts, the Gage Canal, and City reservoirs. 2.4 INDUSTRIAL/TECHNOLOGICAL/MAN-MADE HAZARDS In addition to natural hazards, the City may be faced with the following industrial, technological, or man-made hazards:  Public health emergency  HazMat incident 11.b Packet Pg. 165 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 2 Situation and Assumptions CITY OF GRAND TERRACE Emergency Operations Plan 7  Airplane crash  Civil unrest  Terrorism 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. 11.b Packet Pg. 166 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 3 Emergency Management Organization CITY OF GRAND TERRACE Emergency Operations Plan 8 3 EMERGENCY MANAGEMENT ORGANIZATION 3.1 ORGANIZATION, ROLES, AND RESPONSIBILITIES 3.1.1 Emergency Organization Emergency Organization Defined City of Grand Terrace Municipal Code, Chapter 2.28.090 states: “All officers and employees of this city, together with those volunteer forces enrolled to aid them during an emergency, and all groups, organizations, and persons who may by agreement or operation of law, including persons impressed into service under the provisions of Section 2.28.060(F)(3), be charged with duties incident to the protection of life and property in this city during such emergency, shall constitute the emergency organization of the city.” Roles and Responsibilities All participating agencies and response organizations will have various roles and responsibilities throughout an emergency. Therefore, it is critical that the local command structure be established to support response and recovery efforts and maintain a significant amount of flexibility to expand and/or contract as the situation evolves. Typical duties may also change depending on the severity and size of the incident(s) and the availability of local resources. Because of this, it is also important to develop and maintain depth within the command structure and response organizations. The City of Grand Terrace conducts all emergency management functions in accordance with SEMS and NIMS. During an emergency, the City has the responsibility to manage and coordinate the overall emergency response and recovery activities. The City is responsible for ensuring critical staff are identified and trained at a level enabling effective execution of existing response policies, plans, and procedures. Most City departments have emergency functions in addition to their normal daily duties. Each department is responsible for developing and maintaining its own emergency standard operating procedures (SOPs) and ensuring they are coordinated with other procedures. Specific responsibilities are outlined below. Director of Emergency Services The City of Grand Terrace’s Emergency Management Organization (including emergency response and recovery) will be directed by the City Manager, who serves as the Director of Emergency Services. The Director of Emergency Services is responsible to the City Council, and has the overall responsibility for the development and implementation of the EOP and the overall emergency management program and emergency organization. 11.b Packet Pg. 167 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 3 Emergency Management Organization CITY OF GRAND TERRACE Emergency Operations Plan 9 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 consists 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.b Packet Pg. 168 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 3 Emergency Management Organization CITY OF GRAND TERRACE Emergency Operations Plan 10  Communicating with other elected officials;  Assisting with the dissemination of public information; and  Proclaiming the existence of a Local Emergency. 3.1.2 City Department/Support Agency Roles City Manager Responsibilities include:  Serve as chief administrative head of city government;  Assume full management responsibility for all City operations;  Serve as Director of Emergency Services;  Enforce all laws in ordinances in the city;  Control, order and give directions to all department heads and to subordinate officers and employees through their department heads;  Prepare and submit the annual budget and oversee city finances and purchasing; and  Exercise general supervision over all public buildings, parks and other public property. Planning and Community Development Services Responsibilities include:  Serving as the City’s liaison to the San Bernardino County OES, Cal OES, and the Federal Emergency Management Agency (FEMA);  Coordinating the City damage assessment assignments for City facilities, possible shelter sites, and structures throughout the community;  Inspecting and posting as necessary all damaged buildings, both public and private, and determining if they are safe or if they should be evacuated;  Estimating the extent of damage/cost of repair of structures;  Assisting in the Preliminary Damage Assessment (PDA) with local, state, and federal organizations to determine losses and recovery needs;  Assisting with the review and permit process of the repair or replacement of damaged structures, both public and private;  Activating, coordinating, and operating emergency shelters, including coordination with Red Cross;  Arranging for the acquisition or use of required transportation resources; and  Coordinating and overseeing the management and support of the EOC and other essential facilities and sites used during disaster operations. 11.b Packet Pg. 169 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 3 Emergency Management Organization CITY OF GRAND TERRACE Emergency Operations Plan 11 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 determining 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 minimize 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:  Provide child 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; 11.b Packet Pg. 170 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 3 Emergency Management Organization CITY OF GRAND TERRACE Emergency Operations Plan 12  Overseeing the procurement and allocation of supplies and materials not normally provided through mutual aid channels;  Ensuring the payroll, accounts payables, and revenue collection process continues; and  Collecting, sorting, tracking, and distributing donations. Human Resources Responsibilities include:  Maintaining current addresses and telephone numbers of all City employees;  Assisting with emergency shelter activations;  Assisting with the Employee Message Center where employees or their families may call in or receive status reports;  Handling questions and problem solving in the areas of health benefits;  Processing claims for injuries to emergency responders including DSWs; and  Acting as liaison with contracted third party administrator for workers’ compensation and risk liability. Information Technology Responsibilities include:  Installing, activating, and maintaining information systems for the EOC;  Repairing computer and technology-related equipment and services, as necessary, throughout City facilities;  Coordinating radio communications (amateur, hand-held, short wave, etc.); and  Providing information systems support as needed. Fire Services Responsibilities include:  Responding to all types of fires, including structure, vegetation, and those involving vehicles or aircraft;  Assisting with medical aids from injuries or medical conditions;  Responding to all types of HazMat spills, exposures, and releases;  Assisting with rescues such as swift water, steep terrain, vehicle collisions, confined spaces, and structural collapses; and  Providing mutual aid. Law Enforcement Services Responsibilities include: 11.b Packet Pg. 171 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 3 Emergency Management Organization CITY OF GRAND TERRACE Emergency Operations Plan 13  Protecting lives, property, and the environment;  Providing access and perimeter control;  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 pertaining 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 reimbursement for personnel- related response costs. The City of Grand Terrace signed the agreement (Resolution No. Insert #) on (Insert Date) 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. 3.1.4 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 11.b Packet Pg. 172 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 3 Emergency Management Organization CITY OF GRAND TERRACE Emergency Operations Plan 14 Response Framework (NRF) to access federal department and agency capabilities, organize the federal response, and ensure coordination with all response partners. 3.1.6 Private Sector Private sector organizations play a key role before, during, and after an emergency. First, they must provide for the welfare and protection of their employees in the workplace. In addition, the City must work seamlessly with businesses that provide water, power, communication networks, transportation, medical care, security, and numerous other services upon which both response and recovery are particularly dependent. 3.1.7 Nongovernmental Organizations NGOs play extremely important roles before, during, and after an emergency. For the City of Grand Terrace, NGOs such as the American Red Cross provide sheltering, emergency food supplies, counseling services, and other vital services to support response efforts and promote the recovery of disaster victims. NGOs collaborate with responders, governments at all levels, and other agencies and organizations. 3.1.8 Individuals and Households Although not formally a part of the City’s emergency operations, individuals and households play an important role in the overall emergency management strategy. Community members can contribute by:  Reducing hazards in their homes,  Preparing emergency supply kits and household emergency plans,  Preparing family and pet preparedness plans,  Monitoring emergency communications carefully, and  Volunteering with established organizations. 3.2 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS)-BASED EMERGENCY ORGANIZATION SEMS requires that every emergency response involving multiple jurisdictions or multiple agencies include the five functions identified below. These functions must be applied at each level of the SEMS organization. 1. Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the SEMS Local Government Levels. Command and Management are further discussed below: a. Command: A key concept in all emergency planning is to establish command and tactical control at the lowest level that can perform that role effectively in the 11.b Packet Pg. 173 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 3 Emergency Management Organization CITY OF GRAND TERRACE Emergency Operations Plan 15 organization. In the ICS, the Incident Commander (IC), with appropriate policy direction and authority from the responding agency, sets the objectives to be accomplished and approves the strategy and tactics to be used to meet those objectives. The IC must respond to higher authority. 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. b. Management: The EOC serves as a central location from which multiple agencies or organizations coordinate information collection and evaluation, priority setting, and resource management. Within the EOC, the Management function: i. Facilitates multiagency coordination and executive decision making in support of the incident response, ii. Implements the policies established by the governing bodies, and iii. Facilitate the activities of the Multiagency Coordination (MAC) Group. 2. Operations: Responsible for coordinating and supporting all jurisdictional operations in support of the response to the emergency through implementation of the organizational level’s Action Plans (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 accordance with the Incident Action Plan (IAP). In the EOC, the Operations Section Coordinator manages functional coordinators who share information and decisions about discipline-specific operations. 3. Logistics: Responsible for providing facilities, services, personnel, equipment, and materials in support of the emergency. Unified ordering takes place through the Logistics Section Ordering Managers to ensure control and accountability over resource requests. As needed, Unit Coordinators are appointed to address the needs for communications, 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 needed, Unit Leaders are appointed to record time for the incident or EOC personnel and hired equipment, coordinate procurement activities, process claims, and track costs. 11.b Packet Pg. 174 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 3 Emergency Management Organization CITY OF GRAND TERRACE Emergency Operations Plan 16 Figure 1: Standard EOC Structure under SEMS 3.3 EMERGENCY FUNCTIONS The California State Emergency Plan establishes the California Emergency Functions (CA-EFs), which consist of 17 primary activities deemed essential to addressing the emergency management needs of communities in all phases of emergency management. The CA-EFs were designed to bring together discipline-specific stakeholders at all levels of government to collaborate and function within the four phases of emergency management. The CA-EFs consist of an alliance of agencies, departments, and other stakeholders with similar functional responsibilities. This grouping allows each CA-EF to collaboratively mitigate, prepare for, cohesively respond to, and effectively recover from an emergency. Table 1: California Emergency Functions CA-EF Title Definition Lead Agency 1. Transportation Assists in the management of transportation systems and infrastructure during domestic threats or in response to incidents. Public Works/ Maintenance 2. Communications Provides resources, support, and restoration of government emergency telecommunications, including voice and data. General Services (Information Technology) 3. Construction & Engineering Organizes capabilities and resources to facilitate the delivery of services, technical assistance, engineering expertise, construction management, and other support. Engineering/Building and Safety 4. Fire & Rescue Monitors the status of fire mutual aid activities. Coordinates support activities related to the detection and suppression of urban, rural, and wildland fires and emergency incident scene rescue activities and provides personnel, equipment, and supplies to support local jurisdictions. Fire 5. Management Coordinates and resolves issues among the CA-EFs in the four phases of emergency management to ensure consistency in the development and maintenance of the EOP annexes. During emergencies, serves in an advisory capacity to the EOC Director. General Services 11.b Packet Pg. 175 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 3 Emergency Management Organization CITY OF GRAND TERRACE Emergency Operations Plan 17 CA-EF Title Definition Lead Agency 6. Care & Shelter Coordinates actions to assist responsible jurisdictions in meeting the needs of victims displaced during an incident, including food assistance, clothing, non-medical care and sheltering, family reunification, and victim recovery. Community Development 7. Resources Coordinates plans and activities to locate, procure, and pre-position resources to support emergency operations. Police/Fire 8. Public Health & Medical Coordinates Public Health and Medical activities and services in support of resource needs for preparedness, response, and recovery from emergencies and disasters. Community Development 9. Search and Rescue Supports and coordinates response of personnel and equipment to search for and rescue missing or trapped persons, which may involve criminal acts and water rescues. Fire and Police 10. Hazardous Materials Coordinates resources and supports the responsible 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. Fire 11. Food & Agriculture Coordinates activities during emergencies impacting the agriculture and food industry and supports the recovery of impacted industries and resources after incidents. General Services 12. Utilities Provides resources and support to responsible jurisdictions and in partnership with private sector to restore gas, electric, water, wastewater, and telecommunications. Public Works 13. Law Enforcement Coordinates law enforcement personnel and equipment to support responsible law enforcement agencies, coroner activities, and public safety in accordance with Law Enforcement and Coroner’s Mutual Aid Plans. Police 14. Long-Term Recovery Supports and enables economic recovery from the long-term consequences of extraordinary emergencies and disasters. Community Development 15. Public Information Supports the accurate, coordinated, timely, and 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. City Manager 16. Evacuation Supports the safe evacuation of persons, domestic animals, and livestock from hazardous areas. Police/SB County Animal Control and Care 17. Volunteer & Donations Supports responsible jurisdictions in ensuring the most efficient and effective use of affiliated and Community Development/Fire 11.b Packet Pg. 176 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 3 Emergency Management Organization CITY OF GRAND TERRACE Emergency Operations Plan 18 CA-EF Title Definition Lead Agency Management unaffiliated volunteers and organizations and monetary and in-kind donated resources to support incidents requiring a state response. 11.b Packet Pg. 177 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d CITY OF GRAND TERRACE Emergency Operations Plan Section 3 Emergency Management Organization 18 Table 2: California Emergency Function Matrix California Emergency Functions Ci t y C o u n c i l Ci t y M a n a g e r Ad m i n S e r v i c e s (F i n a n c e ) Co m m u n i t y De v e l o p m e n t Po l i c e S e r v i c e s Fi r e S e r v i c e s Ge n e r a l S e r v i c e s Ge n e r a l S e r v i c e s (I n f o T e c h ) Pu b l i c W o r k s Pu b l i c W o r k s (E n g ) SB C o u n t y A n i m a l Co n t r o l 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 11.b Packet Pg. 178 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y Section 4 Concept of Operations CITY OF GRAND TERRACE Emergency Operations Plan 19 4 CONCEPT OF OPERATIONS 4.1 OVERVIEW The City’s emergency response is an extension of day-to-day operations. Emergency operations rely on the normal authority and responsibilities of government, plus police powers that may be invoked by executive authority under specified conditions. Government at all levels must work together effectively, along with the private sector, business and industry, community-based organizations, and volunteers in order to meet the challenges posed by a disaster. The organizational scheme for emergency operations will incorporate requirements of the SEMS, and will be applied through the EOC and the DOCs. SEMS is the system required by Government Code Section 8607(a) for managing the response to multiagency and multi-jurisdiction emergencies in California. SEMS consists of five organizational levels that are activated as necessary: field response, local government, operational area, region, and state. NIMS is required by Homeland Security Presidential Directive-5 (HSPD-5): Management of Domestic Incidents. SEMS incorporates the use of ICS, the Master Mutual Aid Agreement, existing mutual aid systems, the OA concept, and multiagency or interagency coordination. SEMS helps unify all elements of the City’s emergency management organization into a single integrated system. Its use is mandatory in order to be eligible for state funding of response-related personnel costs resulting from a disaster. ICS is used to organize on-scene operations for a broad spectrum of emergencies from small to complex incidents, both natural and man-made. The field response level is where emergency management/response personnel, under the command of an appropriate authority, carry out tactical decisions and activities in direct response to an incident or threat. Additional information may be found in California Code of Regulations (CCR), Title 19, Section 2400, and the SEMS Approved Course of Instruction. NIMS information is available through FEMA at FEMA.gov. 4.2 EMERGENCY MANAGEMENT PHASES Emergency management can be categorized into a series of phases. Each phase is unique and will cause the initiation of a response level consistent with it. 11.b Packet Pg. 179 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 4 Concept of Operations CITY OF GRAND TERRACE Emergency Operations Plan 20 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; 11.b Packet Pg. 180 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 4 Concept of Operations CITY OF GRAND TERRACE Emergency Operations Plan 21  Conditions conducive to wildfires, such as the combination of high heat, strong winds, and low humidity;  Wind surge;  An expansive HazMat incident;  An outbreak of disease activity;  Information or circumstances indicating the potential for acts of violence, terrorism, or civil unrest; and/or  Dam failure. 4.2.2 Response Phase Pre-Impact When emergency management authorities are able to recognize the approach of a potential disaster, actions are taken to save lives and protect property. The response phase is activated to coordinate emergency response activities. During this phase, warning systems may be activated, resources may be mobilized, EOCs may be activated, and evacuation may begin. Immediate Impact During this phase, emphasis is placed on saving lives, controlling the situation, and minimizing the effects of the disaster. Immediate response actions are accomplished within the affected area by government agencies (including mutual aid) and segments of the private sector. During this phase, Incident Command Posts (ICPs) and EOCs may be activated, and emergency instructions may be issued to the public. Some examples of initial response activities include:  Briefing the City Manager and key officials or employees on the situation;  Establishing Incident Command or Unified Command(s), where applicable;  Activating the City EOC;  Developing and implementing IAPs and EOC Action Plans (EAP);  Disseminating warnings, emergency public information, and instructions to the citizens of Grand Terrace;  Conducting evacuations and/or rescue operations;  Caring for displaced persons and treating the injured;  Conducting initial damage assessments and surveys;  Assessing the need for mutual aid assistance;  Restricting the movement of traffic and people; and  Coordinating with state and federal agencies working in the field.  11.b Packet Pg. 181 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 4 Concept of Operations CITY OF GRAND TERRACE Emergency Operations Plan 22 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 IAPs 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. 4.2.3 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 time 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 11.b Packet Pg. 182 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 4 Concept of Operations CITY OF GRAND TERRACE Emergency Operations Plan 23 or upgrade damaged areas may be available if it can be shown extra repairs will mitigate or lessen the chances of, or damages caused by, another similar disaster in the future. 4.2.4 Mitigation Phase Mitigation planning includes a review of ways to avert future emergencies and reduce the impact of future disasters. Specific HMPs are prepared subsequent to a federally declared disaster. They reflect the current risk analysis and mitigation priorities specific to the declared disaster. Mitigation efforts include, but are not limited to:  Amending local ordinances and statutes, such as zoning ordinances, building codes, and other enforcement codes;  Initiating structural retrofitting measures;  Assessing tax levies or abatements;  Emphasizing public education and awareness;  Undertaking flood control projects;  Removing fuel in areas having a high potential for wildfires; and  Assessing and altering land use planning. 4.3 EMERGENCY DECLARATIONS 4.3.1 Emergency Proclamations Overview To those directly affected, every disaster is catastrophic and merits a “proclamation” of an emergency. There are, however, a variety of governmental disaster proclamations/declarations that may be issued independently of one another. Sometimes city councils, county executives, or governors issue formal declarations that may or may not involve special emergency powers (for the issuing government) or eligibility for special assistance funds. The California Emergency Services Act provides for three types of emergency proclamations in California:  Local Emergency Proclamation;  Governor’s Proclamation of State of Emergency; and  State of War Emergency. Emergency proclamations expand the emergency powers and authorities of the state and its political subdivisions. They also provide a mechanism for unaffected jurisdictions to provide resources and assistance to the affected jurisdictions. Although emergency proclamations facilitate the flow of resources and support to the affected jurisdictions and local government, they are not a prerequisite for rendering mutual aid and assistance under existing agreements or requesting assistance from the Red Cross. During a State of Emergency or State of War Emergency, the Governor has complete authority over all agencies of state government. 11.b Packet Pg. 183 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 4 Concept of Operations CITY OF GRAND TERRACE Emergency Operations Plan 24 Local Emergency Proclamation A Local Proclamation will usually be proclaimed for 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;  Issue or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew;  Exercise full power to request mutual aid from state agencies and other jurisdictions;  Require the emergency services of any Grand Terrace official or employee;  Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use;  Impose penalties for violation of lawful orders; and  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;  The Governor shall have the right to exercise all police powers vested in the State by the Constitution and the laws of the State of California within the designated area;  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 than media) in carrying out the responsibilities of his office; and  The Governor may promulgate, issue, and enforce orders and regulations deemed necessary. 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 11.b Packet Pg. 184 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 4 Concept of Operations CITY OF GRAND TERRACE Emergency Operations Plan 25 probable or imminent. The powers of the Governor granted under a State of War Emergency are commensurate with those granted under a State of Emergency. Whenever the Governor proclaims a State of War Emergency, or if a State of War Emergency exists, all provisions associated with a State of Emergency apply, plus: All state agencies and political subdivisions are required to comply with the lawful orders and regulations of the Governor, which are made or given within the limits of the Governor’s authority as provided for in the California Emergency Services Act. Presidential Declaration If an emergency is beyond the ability of local and state governments to manage effectively, the Governor will request federal assistance. FEMA evaluates the request and recommends an action to the White House based on the disaster, the local community, and the state’s ability to recover. The President approves the request for federal disaster funding or FEMA informs the governor it has been denied. This decision process could take a few hours or several weeks depending on the nature of the disaster. Following a Presidential Declaration, federal assistance is available to supplement the efforts and resources of state and local governments to alleviate public and private sector damage and loss. 4.4 NOTIFICATION AND MOBILIZATION In the event of a major emergency or disaster, the Notification and Mobilization System may be put into effect. It is important that all employees are aware of their position, especially in the case of assignment changes. Emergency notification and mobilization is based upon regular position assignment, not individuals. These assignments may be changed as an incident develops, or as needs are assessed. Emergency assignments allow employees to know when to respond during disaster operations and they help to minimize the amount of phone calls necessary. This system does not affect the handling of smaller, local emergencies. These will be handled by on-duty units, mutual aid, and/or limited call-out of off-duty officers. If employees are unable to report to their regular facility or alternate staging area, they are encouraged to report to the closest local jurisdiction to register as a Disaster Services Worker. All employees are declared to be Disaster Services Workers by Section 3100-3109 of the California Government Code. 4.5 SEMS COORDINATION LEVELS There are five SEMS organizational levels: 11.b Packet Pg. 185 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 4 Concept of Operations CITY OF GRAND TERRACE Emergency Operations Plan 26 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 jurisdiction. 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. 11.b Packet Pg. 186 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 4 Concept of Operations CITY OF GRAND TERRACE Emergency Operations Plan 27 4.6.1 Command Command is responsible for the overall command of the incident. The command function also includes the Information Officer, Liaison Officer, and Safety Officer. 4.6.2 Operations Operations is responsible for the coordinated tactical response of all field operations directly applicable to or in support of the mission(s) in accordance with the IAP. Operations develops the operations portion of the IAP, requests resources to support tactical operations, maintains close communication with the IC, and ensures safer tactical operations. The operations function includes branches, divisions, groups, and air operations personnel. 4.6.3 Planning Planning is responsible for the collection, evaluation, documentation, and use of information about the development of the incident. The planning function includes the resource unit, situation unit, documentation unit, and demobilization unit. 4.6.4 Logistics Logistics is responsible for providing facilities, services, personnel, and equipment, as well as tracking the status of resources and materials in support of the incident. The logistics function includes the supply unit, facilities unit, ground support unit, communications unit, food unit, and medical unit. 4.6.5 Finance Finance is responsible for all financial and cost analysis aspects of the incident, and/or any administrative aspects not handled by the other functions. The finance function includes the time unit, procurement unit, compensation/claims unit, and the cost unit. 11.b Packet Pg. 187 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 5 Emergency Operations Center CITY OF GRAND TERRACE Emergency Operations Plan 28 5 EMERGENCY OPERATIONS CENTER 5.1 EMERGENCY OPERATIONS CENTER ORGANIZATION When an emergency or disaster occurs, or has the potential to occur, the jurisdiction will activate 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 necessary for the emergency. Potential SEMS EOC functions are shown below: 1. Management Section: The following activities and responsibilities are part of the Management function: a. Overall EOC management; b. Facilitation of Multiagency Coordination System (MACS) and MAC Groups; c. Public information coordination and Joint Information Center (JIC) management; and d. Provision for public safety and risk communications and policy. 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. Public health and medical; g. Hazardous materials; h. Utilities; i. Law enforcement; j. Long-term recovery; k. Evacuation; l. Volunteer and donations management; and m. Others as needed. 3. Planning/Intelligence Section: The following activities and responsibilities are part of the Planning/Intelligence function: a. Situation status; 11.b Packet Pg. 188 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 5 Emergency Operations Center CITY OF GRAND TERRACE Emergency Operations Plan 29 b. Resource status; c. Situation analysis; d. Information display; e. Documentation; f. Advance planning; g. Technical services; h. Action planning; and i. Demobilization. 4. Logistics Section: The following activities and responsibilities are part of the Logistics function: a. Field incident support; b. Communications support; c. Transportation support; d. Personnel; e. Supply and procurement; f. Resource tracking; g. Sanitation services; and h. Computer support. 5. Finance/Administration: The following activities and responsibilities are part of the Finance/Administration function: a. Fiscal management; b. Time-keeping; c. Purchasing; d. Compensation and claims; e. Cost recovery; and f. Travel request, forms, and claims. 5.2 SPECIAL DISTRICTS, PRIVATE AND NONPROFIT AGENCIES Depending on the size and kind of incident, involvement from special districts, utilities, volunteer organizations, and/or private organizations may be necessary in Grand Terrace’s EOC. During EOC activations, these agencies respond to Grand Terrace-focused emergencies and will coordinate and communicate directly with staff in the EOC. Ideally, the agency will provide a 11.b Packet Pg. 189 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 5 Emergency Operations Center CITY OF GRAND TERRACE Emergency Operations Plan 30 representative to the EOC and will serve in the Management Section to better facilitate coordination. 5.3 PRIMARY AND ALTERNATE EOC Primary Grand Terrace EOC Location Grand Terrace City Hall 22795 Barton Road Grand Terrace, CA 92313 Alternate Grand Terrace EOC Location San Bernardino County Fire Station #23 22582 City Center Court Grand Terrace, CA 92313 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 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 event). At a minimum, 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., the Communications Unit, Logistics Section, or an Information Officer). 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 11.b Packet Pg. 190 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 5 Emergency Operations Center CITY OF GRAND TERRACE Emergency Operations Plan 31 activation of all organization elements, or less than full staffing. One person may fulfill more than one SEMS function. The EOC Director, in conjunction with the General Staff, will determine the required level of continued activation under Level Two, and demobilize functions or add additional staff to functions as necessary based upon event considerations. Representatives to the EOC from other agencies or jurisdictions may be required under Level Two to support functional area activations. Level Three EOC Activation: Level Three activation involves a complete and full activation with all organizational elements at full staffing. Level Three would normally be the initial activation during any major emergency. The numbering sequence of EOC staffing progression is established in the SEMS guidelines and is opposite of the NIMS numbering sequence. Given that the SEMS guideline has been in place since the inception of SEMS, the State Emergency Plan recommends continuing the sequence as established in the SEMS guidance documents. 5.5 FIELD/EOC COMMUNICATIONS AND COORDINATION Responsibility for emergency response is based on statutory authority. The emergency response is coordinated under SEMS/ICS, which provides a flexible, adaptable, and expandable response organization to address all-hazards of varying magnitude and complexity. An EOC is activated to support field operations when an emergency requires additional resources, or when requested resources exceed that which is available from within the jurisdiction. Field ICs and EOCs will establish communications when the EOC is activated. Local government EOCs will establish communications with the Operational Area EOC (OAEOC). The OAEOC will communicate with the REOC, and the REOC will communicate with the SOC. 5.6 FIELD/EOC DIRECTION AND CONTROL INTERFACE 5.6.1 Command and Control During response to minor or moderate events, jurisdictions may manage the emergency with existing resources and may or may not activate their local EOC. Personnel that are part of a field- level emergency response will utilize ICS to manage and direct on-scene operations. During multiple-incident situations within the County, an Area Command may be established to provide for the ICs at separate locations. Generally, an Area Commander will be assigned and receive policy direction from the EOC. Another scenario for the EOC/Area Command interaction would be the occurrence of several similar type incidents located in close proximity but in different jurisdictions. A Unified Area Command may be established to oversee Incident Commands operating in general proximity to 11.b Packet Pg. 191 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 5 Emergency Operations Center CITY OF GRAND TERRACE Emergency Operations Plan 32 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 senior appointed official is the City Manager. 5.6.2 Coordination with the Operational Area Coordination and communications should be established between activated local government 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 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 organizations to deploy field-level emergency response personnel, activate emergency operations centers, and issue orders to protect the public. 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 together to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents. 5.6.3 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;  Provide coordinated decision making;  Allocate resources among cooperating agencies;  Establish priorities among incidents;  Harmonize agency policies; and  Provide strategic guidance to support incident management. MAC Groups may include:  Representatives from the City’s departments and agencies; 11.b Packet Pg. 192 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 5 Emergency Operations Center CITY OF GRAND TERRACE Emergency Operations Plan 33  Representatives from outside agencies including special districts, volunteer agencies, and private organizations;  Coordination with agencies not represented in the EOC, which may be accomplished through other methods of communications; and  Involvement by all departments and agencies in the EOC action planning process, which is essential for effective emergency management within the City. 5.7 FIELD COORDINATION WITH DOCS AND EOCS Communication and coordination among SEMS levels is clearly necessary for effective emergency response. In a major emergency, the City’s EOC may be activated to coordinate the overall response. ICs in the field may communicate with the DOCs, which in turn will communicate and coordinate with the EOC. Depending on the incident, the ICs may communicate directly with the EOC, usually to their counterpart in the Operations Section. When the EOC is directly overseeing the incident command teams, the EOC is operating in a centralized coordination and direction mode. 11.b Packet Pg. 193 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 6 Mutual Aid CITY OF GRAND TERRACE Emergency Operations Plan 34 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 (MMAA) 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, (i.e., municipalities, contract cities, special districts, and county agencies). The OA Mutual Aid Coordinator assesses the availability of resources within the OA and fulfills the resource request based upon that assessment. In the event resources are unavailable at the OA level, the request is forwarded to the responsible Regional Mutual Aid Coordinator to be filled. 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 discipline-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. 11.b Packet Pg. 194 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 7 Information Collection, Analysis, and Dissemination CITY OF GRAND TERRACE Emergency Operations Plan 35 7 INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION EOCs are responsible for gathering timely, accurate, accessible, and consistent intelligence during an emergency. Situation reports should create a common operating picture and be used to adjust the operational goals, priorities, and strategies. To ensure effective intelligence flow, emergency response agencies at all levels must establish communications systems and protocols to organize, integrate, and coordinate intelligence among the affected agencies. The flow of situation reports among the levels of government should occur in the following order: Field Field situation reports should be disseminated to local the EOC. Local EOC The local EOC will summarize reports received from the field, DOCs, and other reporting disciplines, and send to the OAEOC. OA EOC The OA EOC will summarize reports received from responsible local EOCs, county field units, county DOCs, and other reporting disciplines, and forward to the Cal OES REOC. REOC The REOC will summarize situation reports received from the OA EOC, state field units, state DOCs, and other reporting disciplines, and forward to the SOC. SOC The SOC will summarize situation reports received from the REOC, state DOCs, state agencies, and other reporting disciplines, and distribute to state officials and others on the distribution list. Joint Field Office (JFO) When the state-federal JFO is activated, the REOC and SOC situation reports will be assimilated into the JFO situation report. The REOC organization may be co-located with the federal organization at the JFO. 7.1 TECHNOLOGY The use of technology via the internet has redefined the parameters of emergency management and has enhanced simultaneous record keeping for the City. The utilization of internet web- hosted computer applications includes WebEOC. These applications range from simple email capabilities to a dedicated emergency management software application with event reports, 11.b Packet Pg. 195 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 7 Information Collection, Analysis, and Dissemination CITY OF GRAND TERRACE Emergency Operations Plan 36 situation reports, press releases, pictures, electronic notification systems, map plotting of events, weather maps, and real-time video/audio conferencing. WebEOC The City of Grand Terrace utilizes WebEOC, a crisis information management system for sharing elements of the crisis. This allows the City to have a common operating picture, situational awareness, and information coordination throughout San Bernardino County during an emergency. Grand Terrace’s EOC responders are able to share real-time information with other agencies within the County, which allows for a coordinated deployment of resources available to emergency managers. 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 (OASIS) and Emergency Alert System (EAS). These systems link the County OA EOC with each of the cities and towns comprising the OA, County DOCs, Cal OES, and local radio 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. 11.b Packet Pg. 196 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 8 Public Information CITY OF GRAND TERRACE Emergency Operations Plan 37 8 PUBLIC INFORMATION 8.1 OVERVIEW The purpose of EF 16, “Public Information,” is to communicate timely and accurate information by accessible means and in accessible formats on the incident’s cause, size, and current situation to affected audiences, including governments, media, the private sector, the local populace, individuals with disabilities and others with access and functional needs, and additional stakeholders (both directly affected and indirectly affected). Public information must be coordinated and integrated as part of MACS across jurisdictions, agencies, and organizations; among federal, state, tribal, and local governments; and with the private sector and NGOs. Public information includes processes, procedures, and organizational structures required to gather, verify, coordinate, and disseminate information. The City’s designated Public Information Officer (PIO) acts as spokesperson for the City as directed. The PIO directs, plans, organizes, and coordinates a public relations and information dissemination program for the City. Contract fire and police services have also designated PIOs to respond to any emergencies for the dissemination of information. 8.2 RESPONSIBILITY Although government regulates radio and TV stations, they are considered with the unregulated medium (newspapers) because of the common functions these organizations provide in a disaster. The media provides the public with hazard warnings, safety instructions, official announcements, notice of emergency regulations, evacuation procedures, directions on getting to medical and mass care facilities, status reports on the condition of lifelines, and damage assessment information. Radio and television stations are required to maintain and test emergency communications equipment. The Federal Communications Commission (FCC) governs the EAS, and local emergency managers are responsible for getting emergency information to EAS and for ensuring that the information is translated for non-English speakers and made available to those with visual and hearing disabilities. Accurate and timely information is critical to saving lives and protecting property in a disaster. Coordination between the media and the EOC and other official communications systems contributes importantly to rumor control and assessments of report validity, and strengthens coordination generally among local, county, state, and federal information officials. Coordination with the media can also improve the quality of status reports about response efforts. 11.b Packet Pg. 197 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 8 Public Information CITY OF GRAND TERRACE Emergency Operations Plan 38 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/Unified Command, the EOC/MAC Group, and/or federal officials in the case of 11.b Packet Pg. 198 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 8 Public Information CITY OF GRAND TERRACE Emergency Operations Plan 39 federally coordinated incidents to ensure consistent messages, avoid release of conflicting information, and prevent a negative impact on operations. This formal process for informational releases ensures the protection of incident-sensitive information. Agencies may issue their own releases related to their policies, procedures, programs, and capabilities; however, these should be coordinated with the incident-specific JIC(s). A single JIC location is preferable, but the system is flexible and adaptable enough to accommodate virtual or multiple JIC locations, as required. For example, multiple JICs may be needed for a complex incident spanning a wide geographic area or multiple jurisdictions. In instances when multiple JICs are activated, information must be coordinated among all appropriate JICs; each JIC must have procedures and protocols to communicate and coordinate effectively with one another. Whenever there are multiple JICs, the final release authority must be the senior command, whether using Unified or Area Command structures. A county JIC may be used when an incident requires County coordination and is expected to be of long duration (e.g., weeks or months) or when the incident affects a large area of the County. 8.5 PUBLIC AWARENESS AND EDUCATION The public’s response to any emergency is based on an understanding of the nature of the emergency, the potential hazards, the likely response of emergency services, and knowledge of what individuals and groups with and without access and functional needs should do to increase their chances of survival and recovery. Public information and education prior to any emergency are crucial to successful public information efforts during and after the emergency. Disaster preparedness and education programs/information are viewed as equal in importance to all other preparations for emergencies and receive an adequate level of planning. The City of Grand Terrace places a high priority on public disaster awareness by providing citizens access to emergency planning, hazard mitigation, and emergency resources through the City’s website (www.grandterrace-ca.gov), emergency preparedness tips in the newsletter that accompanies solid waste and recycling billing, and the City’s radio station—AM 1640. Other public outreach efforts include exercises conducted by the City’s volunteer Emergency Operations Committee and City Staff. 8.5.1 Emergency Public Information During an emergency, the City coordinates with the County of San Bernardino Sheriff’s Department for the dissemination of information about the emergency to keep the public informed about what has happened and the actions of the emergency response agencies, and to summarize the expected outcomes of the emergency actions. The PIO’s primary role is to disseminate emergency instructions and critical information to the media and the public and to provide approved messages that are accessible to all sectors within the access and functional needs population, including the deaf and blind and those who require messages in a different language. The primary systems that may be utilized in an emergency are described below. 11.b Packet Pg. 199 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 8 Public Information CITY OF GRAND TERRACE Emergency Operations Plan 40 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 varied 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-in-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. 11.b Packet Pg. 200 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 9 Access and Functional Needs CITY OF GRAND TERRACE Emergency Operations Plan 41 9 ACCESS AND FUNCTIONAL NEEDS People with disabilities and others with access and functional needs include those members of the community that may have additional needs before, during, and after an incident in functional areas, including but not limited to maintaining independence, communication, transportation, supervision, and medical care. Individuals in need of additional response assistance may include those who:  Have disabilities;  Live in institutionalized settings;  Are seniors;  Are children;  Are from diverse cultures;  Have limited English proficiency or are non-English speaking; or  Who are transportation disadvantaged. Lessons learned from recent emergencies concerning people with disabilities and older adults have shown that the existing paradigm of emergency planning, implementation, and response must change to meet the needs of these groups during an emergency. These lessons show four areas that are repeatedly identified as the most important to people with disabilities and older adults: 1. Communications and Public Information: Emergency notification systems must be accessible to ensure effective communication for people who are deaf/hard of hearing, blind/low vision, or deaf/blind. 2. Evacuation and Transportation: Evacuation plans must incorporate disability and older adult transportation providers to be used for identifying and moving people with mobility impairments and those with transportation disadvantages. 3. Sheltering: Care and shelter plans must address the access and functional needs of people with disabilities and older adults to allow for sheltering in general population shelters. 4. Americans with Disabilities Act: When shelter facilities are activated, the jurisdiction will ensure they accommodate the provisions of the Americans with Disabilities Act (ADA). The City of Grand Terrace is committed to the inclusion of access and functional needs in the City’s planning efforts and will do everything reasonably possible to communicate and coordinate with members of the population who have access and functional needs. 11.b Packet Pg. 201 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 10 Continuity of Government CITY OF GRAND TERRACE Emergency Operations Plan 42 10 CONTINUITY OF GOVERNMENT 10.1 OVERVIEW A major disaster could result in great loss of life and property, including the death or injury of key government officials, the partial or complete destruction of established seats of government, and the destruction of public and private records essential to continued operations of government and industry. Law and order must be preserved and government services maintained. Applicable 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 emergency services, direction of emergency response operations, and management of recovery operations. To this end, it is particularly essential that the City of Grand Terrace continues to 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. 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. 10.1.1 Succession and Powers of the Director of Emergency Services Pursuant to the Grand Terrace Municipal Code Section 2.28.070, “The Director of Emergency 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. Such order of succession shall be approved by the City Council.” 11.b Packet Pg. 202 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 10 Continuity of Government CITY OF GRAND TERRACE Emergency Operations Plan 43 The City of Grand Terrace EOP identifies the following lines of succession for the Director of Emergency Services:  First Alternate:  Director, Planning and Community Development Services  Second Alternate:  Director, Public Works 10.2 ALTERNATE GOVERNMENT FACILITIES Section 23600 of the California Government Code provides, among other things:  The City Council shall designate alternative City seats, which may be located outside City boundaries (real property cannot be purchased for this purpose);  A resolution designating the alternate City seats must be filed with the Secretary of State; and  Additional sites may be designated subsequent to the original site designations if circumstances warrant. In the event the primary location is not usable because of emergency conditions, the temporary seat of City government will be Grand Terrace Fire Station #23. 10.3 VITAL RECORD RETENTION The preservation of vital records is of high importance to the City of Grand Terrace. The City has an established Records Management Program, which is tasked to manage City records efficiently and economically by reducing the amount of unnecessary records being stored; creating a Citywide Records Retention Program; establishing standards and procedures for storing records; and maintaining historical records of the City. The City Clerk is the designated custodian of vital records for the City of Grand Terrace, and is responsible for the protection and recovery of vital records during and after an emergency. Vital records are defined as those records that are essential to:  Protect and preserve the rights and interests of individuals, governments, corporations, and other entities. Records of this type would include authorizing legislation, land use, infrastructure engineering drawings, payroll, accounts receivable, and licenses.  Conduct emergency response and recovery operations. Records of this type would include utility system maps, locations of emergency supplies and equipment, emergency operations plans and procedures, and personnel rosters. 11.b Packet Pg. 203 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 10 Continuity of Government CITY OF GRAND TERRACE Emergency Operations Plan 44  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. Vital records for the City of Grand Terrace are stored on-site and will soon be transferred to the City’s electronic document management system. The City’s Information Systems Administrator will maintain routine backups of the repository. 11.b Packet Pg. 204 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 11 Recovery Overview CITY OF GRAND TERRACE Emergency Operations Plan 45 11 RECOVERY OVERVIEW 11.1 OVERVIEW Recovery programs provide relief to individuals and communities stricken by an emergency and restore public services to a state of normalcy. Recovery efforts include damage assessments and the actions necessary to return health and safety systems (e.g., water, electricity, and food) and services (e.g., acute health care and law enforcement) to a community’s minimum operating standards. Successful recovery activities result in the restoration of government operations, businesses, reconstruction of public buildings and infrastructure, and the rebuilding of impacted communities. Recovery continues after the immediate public safety and life support infrastructure has been restored, and encompasses activities that result in the rebuilding of the affected communities based on their strategic priorities. It includes measures for social, political, environmental, and economic restoration; evaluation of the incident to identify lessons learned; post-incident reporting; and development of initiatives to mitigate the effects of future emergencies. Thus, many recovery activities are long term and may continue for many years. In the aftermath of a disaster, many citizens will have specific needs that must be met. Typically, there will be a need for such services as:  An assessment of the extent and severity of damages to homes and other property;  Restoration of services generally available in communities: water, food, and medical assistance;  The repair of damaged homes and property;  Vital records recovery; and  Professional counseling for City citizens when the sudden changes resulting from the emergency have resulted in mental anguish and the inability to cope. Recovery operations occur in two phases: short term and long term. The following is an overview of each phase, including the objectives and goals of the phases. 11.1.1 Short-Term Recovery Short-term recovery operations will begin during the response phase of the emergency. The major objectives of short-term recovery operations include:  Rapid and orderly debris removal and cleanup; and  Coordinated restoration of essential services (electricity, water and sanitary systems). 11.b Packet Pg. 205 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 11 Recovery Overview CITY OF GRAND TERRACE Emergency Operations Plan 46 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 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 coordinated effort to stage a “one-stop” location for assistance to disaster victims and businesses. 11.1.2 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 Office. Recovery activities will be coordinated and managed by the City Manager and the Emergency Services Coordinator, along with the assistance of other designated City 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 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 jurisdiction; however, each local jurisdiction (rather than the OA) works directly with state and federal recovery programs. 11.b Packet Pg. 206 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 11 Recovery Overview CITY OF GRAND TERRACE Emergency Operations Plan 47 Figure 3: Recovery Operations Organization 11.2.1 Recovery Operations Responsibilities The City has specific responsibilities in recovering from a disaster. The chart listed below depicts the functional responsibilities assigned to City departments and/or key personnel. Table 3: Functional Responsibilities Assigned to City Departments and/or Key Personnel Function Departments/Agencies Political process management; interdepartmental coordination; policy development; decision making; public information; government operations and communications; space acquisition; supplies and equipment; vehicles; personnel; and related support City Manager City Clerk City Emergency Management Advise on emergency authority, actions, and associated liabilities; preparation of legal opinions; and preparation of new ordinances and resolutions City Attorney Land use and zoning variance; permits and controls for new development; revision of building regulations and codes; code enforcement; plan review; and building and safety inspections Planning and Development Debris removal; demolition; construction; management of and liaison with construction contractors; and restoration of utility services Public Works Public finance; contracting; accounting claims processing; and insurance settlements Finance Applications for disaster financial assistance; liaison with assistance providers; and on-site recovery support Planning and Development City Emergency Management 11.3 RECOVERY DAMAGE ASSESSMENT The recovery damage/safety assessment is the basis for determining the type and amount of state and/or federal financial assistance necessary for recovery. City staff will complete a detailed 11.b Packet Pg. 207 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 11 Recovery Overview CITY OF GRAND TERRACE Emergency Operations Plan 48 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 responsibilities follows:  Superintendent of Schools: Assess condition of school buildings.  Public Works/Engineering: Assess flood control systems, structures, and capabilities; damage related to debris; and City transportation issues.  Cal Fire: Assess situations where HazMat is involved. Also will provide initial surveys to assess damage, initiate initial life safety activity, and identify impacts to critical facilities.  Building and Safety: Perform detailed physical damage assessment on a building-by- 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 City departments and various agencies. Provide financial basis for City claims for reimbursement from federal and state sources.  Public Works/Engineering: Conduct initial and detailed assessment of all City buildings.  Sheriff: Provide initial assessment of damage observed, identify impacts to critical facilities, and provide airborne surveillance where required.  General Services/Information Systems: Provide initial and detailed assessments of damage to City telecommunications systems.  General Services: Compile damage assessment data for transmission to County OA. 11.4 RECOVERY DOCUMENTATION Recovery documentation and reporting are key to recovering eligible emergency response and recovery costs. Timely damage/safety assessments, documentation of all incident activities, and accurate reporting will be critical in establishing the basis for eligibility of disaster assistance programs. The damage assessment documentation information should include the location and extent of the damage and an estimate of costs for:  Debris removal; 11.b Packet Pg. 208 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 11 Recovery Overview CITY OF GRAND TERRACE Emergency Operations Plan 49  Before and after photographs of the damage;  Emergency work; and  Repairing or replacing damaged facilities to a non-vulnerable and mitigated condition. The cost of compliance with building codes for new construction, repair, and restoration will also be documented. The cost of improving facilities may be included under federal mitigation programs. Documentation is key to recovering expenditures related to emergency response and recovery operations. Documentation must begin at the field response level and continue throughout the operation of the EOC as the disaster unfolds. Included in the EOC Planning/Intelligence Section is a Documentation Branch that will coordinate the collection of all incident documentation for dissemination and filing. 11.5 RECOVERY AFTER-ACTION REPORTS The completion of after-action reports (AARs) is a part of the required SEMS reporting process. The Emergency Services Act, Section 8607(f) mandates that the State OES, in cooperation with involved state and local agencies, completes an AAR within 120-days after each declared disaster. Section 2450(a) of the SEMS Regulations states that “Any city, city and county, or county declaring a local emergency for which the governor proclaims a state of emergency, and any state agency responding to that emergency shall complete and transmit an after-action report to State OES within 90 days of the close of the incident period as specified in the California Code of Regulations, section 2900(j).” 11.5.1 Use of After-Action Reports AARs are made available to all interested public safety and emergency management organizations and serve the following important functions:  As a source for documentation of response activities;  Identifying problems/successes during emergency operations;  Analysis of the effectiveness of the components of SEMS; and  Describes and defines a plan of action for implementation of improvements. The SEMS approach to the use of AARs emphasizes the improvement of emergency management at all levels. The AAR provides a vehicle for not only documenting system improvements, but can also, if desired, provide a work plan for how these improvements can be implemented. 11.b Packet Pg. 209 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 11 Recovery Overview CITY OF GRAND TERRACE Emergency Operations Plan 50 11.5.2 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, state, or local jurisdiction proclaiming or responding to a local emergency for which the governor has declared a State of Emergency or State of War Emergency to complete and transmit an AAR to Cal OES within 90 days of the close of the emergency period. Upon completion of the AAR, corrective actions are identified to make recommendations for 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 ensure the identified problem has been addressed. 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. 11.6.1 Individual Assistance (IA) Programs The disaster individual assistance programs have been developed for the needs of four distinct groups:  Individuals: May receive loans or grants for real and personal property, dental, funeral, medical, transportation, unemployment, sheltering, and rental assistance, depending on the extent of the damage.  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. 11.b Packet Pg. 210 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 11 Recovery Overview CITY OF GRAND TERRACE Emergency Operations Plan 51  Agriculture: Programs exist for agricultural or other rural interests through the United States Department of Agriculture, including assistance for physical and production losses.  Government: Funds and grants are available to government and certain nonprofit organizations to repair, reconstruct, and mitigate the risk of future damage. A state grant program is available to local governments to respond to and recover from disasters. Federal grant programs are available to assist governments and certain nonprofit organizations in responding to and recovering from disasters. 11.6.2 Public Assistance Program The Public Assistance Program provides federal disaster grant assistance for the repair , replacement, or restoration of disaster-damaged, publicly-owned facilities and the facilities of certain private nonprofit (PNP) organizations. The federal share of assistance is not less than 75% of the eligible cost for emergency measures and permanent restoration. The state determines how the non-federal share (up to 25%) is split with the applicants. Eligible applicants include:  States, local governments, Indian tribes, and certain PNP organizations; and  Eligible PNP facilities that must be open to the public and perform essential services of a governmental nature. 11.6.3 Eligible Work To be eligible, the work must be required as the result of the disaster, be located within the designated disaster area, and be the legal responsibility of an eligible applicant. Work that is eligible for supplemental federal disaster grant assistance is classified as either emergency work or permanent work. FEMA has developed a number of reference documents that give specific details regarding Public Assistance. These documents include:  Public Assistance – Policy Digest  Public Assistance – Public Assistance Guide  Public Assistance – Applicant Handbook  Public Assistance – Debris Management Guide  Public Assistance Program Public Assistance Coordinator – 9570.2 SOP September 1999  Public Assistance Program Case Management File – 9570.3 SOP September 1999  Public Assistance Program Kickoff Meeting – 9570.4 SOP September 1999  Public Assistance Program Project Formulation – 9570.5 SOP September 1999  Public Assistance Program Validation of Small Projects – 9570.6 SOP September 1999  Public Assistance Program Immediate Needs Funding – 9570.7 SOP September 1999 11.b Packet Pg. 211 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 11 Recovery Overview CITY OF GRAND TERRACE Emergency Operations Plan 52 11.6.4 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). 11.b Packet Pg. 212 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 12 Administration and Logistics CITY OF GRAND TERRACE Emergency Operations Plan 53 12 ADMINISTRATION AND LOGISTICS 12.1 ADMINISTRATION An EOP lays the groundwork for emergency operations. However, having a plan does not in itself enable the City of Grand Terrace to respond effectively to a disaster. Experience shows that if responders do not fully understand procedures or responsibilities, serious problems will arise during efforts to respond to an incident. To implement this Plan, therefore, emergency staff and disaster support agencies must also be trained in the plan’s overall concept, their own responsibilities under it, and the procedures it sets forth. Training helps ensure that response agencies fully understand the plan. A plan is necessary, but it is not a sufficient management tool by itself. It can generate consensus about the need to take specific actions and commit to specific programs, but to manage emergencies effectively, the plan must be regularly updated, monitored, and evaluated. It must also be supplemented by SOPs that ensure its requirements are being addressed. Additionally, it must be implemented, whether through regulation, budgets, or ongoing decision making. The implementation process necessary to make this Plan of use should be three-dimensional: it should take advantage of the broad range of training and informational resources available via the federal and state governments and the Internet; it should include function-specific training based upon SOPs; and it should reach not only response agencies but also the general population. Whereas training and information from federal, state, or Internet sources is fairly general, the primary goal of an internal training program is to ensure that response agencies fully understand, and can act on, the roles assigned to them in the Plan. The third dimension of training is that which is designed for the community at large. For a response effort to be effective, citizens must know the proper responses to disasters and must also follow instructions. In addition to the training efforts stated above, the implementation activities must include correction of capability shortfalls, which should be a planned multi-year effort to ensure that capability targets are being met and that the response capability is not degraded. 12.1.1 Administrative Process 1. The City will submit situation reports, requests for assistance, and damage assessment reports to the San Bernardino County OA. 2. The San Bernardino County OA will forward reports and requests for assistance to Cal OES. 3. The City will utilize pre-established bookkeeping and accounting methods to track and maintain records of expenditures and obligations. 4. Narrative and written log-type records of response actions will be kept by the City. The logs and records will form the basis for status reports to the County OA/Cal OES. 11.b Packet Pg. 213 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 12 Administration and Logistics CITY OF GRAND TERRACE Emergency Operations Plan 54 5. The City will make reports to the County by the most practical means and in a timely manner. 6. All written records, reports, and other documents will follow the principles of NIMS. The City of Grand Terrace incorporates the following administrative actions prior to an emergency:  Develop a written EOP and SOPs;  Track emergency services training records;  Document drills and exercises to include the critiques; and  Include NGOs in the City’s emergency planning activities. The administrative actions during and after an emergency include:  Maintenance of written 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 during 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. 11.b Packet Pg. 214 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 13 Plan Maintenance CITY OF GRAND TERRACE Emergency Operations Plan 55 13 EMERGENCY PLAN MAINTENANCE AND DISTRIBUTION The City’s Emergency Services Coordinator is responsible for regular reviews and maintenance of the City of Grand Terrace EOP. Modifications may occur as a result of post-incident critiques and/or changes to responsibilities, procedures, laws, or regulations. The Emergency Services Coordinator will also be responsible for soliciting and incorporating input from persons with access and functional needs and those who serve them into the EOP revision. The EOP shall be ADA-compliant. Revisions will be prepared, coordinated, published, and distributed to all City departments and other agencies as shown on the distribution list. Annexes may be added to the Plan at future dates, as needed, and will also be documented on the “Update/Revision List Form.” The form will be inserted into the front section of this Plan. 13.1 RECORD OF CHANGES Record of Changes Change # Date Person Making Change Summary of Change 13.2 RECORD OF DISTRIBUTION Record of Plan Distribution Name & Title Agency Date of Delivery Number of Copies 11.b Packet Pg. 215 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 14 SOP Development CITY OF GRAND TERRACE Emergency Operations Plan 56 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 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 alternative procedures that solve a problem in order to perform in a more time- or cost-efficient way. The SOPs for the City of Grand Terrace are published separately to support the EOP. They include:  Guidance information;  Position checklists (included in the EOC Manual)  Responsibilities of responding employees/agencies;  Procedures;  Personnel assignments;  Contact lists;  Equipment lists; and  Forms. 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. 11.b Packet Pg. 216 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 15 Training and Exercises CITY OF GRAND TERRACE Emergency Operations Plan 57 15 TRAINING AND EXERCISES The Federal Government, through FEMA, promulgates the Homeland Security Exercise and Evaluation Program (HSEEP), which is a standardized methodology for exercise design, development, conduct, evaluation, and improvement to ensure homeland security and terrorist response capabilities are adequately tested and exercised. All OA Training and Exercise activities reported within the OA TEP will follow federal NIMS guidelines and HSEEP formatting in keeping with state and federal requirements. The San Bernardino County Operational Area Training and Exercise Partners is a multiagency, multi-jurisdiction group that represents the interests of the entire OA (24 cities, unincorporated county, special districts, NGOs, and the private sector) and serves as the planning group for OA trainings and exercises to:  Lead and support the implementation of OA-wide trainings and exercises;  Develop and maintain a comprehensive multi-year OA Training and Exercise Plan (TEP); and  Improve collaboration, planning and preparedness capabilities, and coordination across agencies, jurisdictions, and the private sector. The City of Grand Terrace supports participation in the OA TEP Workshops, the OA Multi-Year TEP, and HSEEP format as guidance for the City’s training and exercise program. 15.1 PREPAREDNESS TRAINING Training and testing are essential to ensure emergency response personnel at all levels of government are operationally ready. As part of the emergency management training curriculum, it is recommended that personnel with emergency responsibilities complete emergency management courses as described in the SEMS Approved Course of Instruction (ACI) and the NIMS integration criteria. The City is responsible for providing and maintaining the training and testing records to demonstrate the City’s compliance with SEMS and NIMS requirements. 15.2 PREPAREDNESS EXERCISES Exercises provide personnel with an opportunity to become thoroughly familiar with the procedures, facilities, and systems that will actually be used in emergency situations. The City of Grand Terrace participates in all-hazard exercises that involve emergency management/response personnel from multiple disciplines and/or multiple jurisdictions. The exercises:  Are as realistic as possible;  Stress the application of standardized emergency management;  Are based on risk assessments (credible threats, vulnerabilities, and consequences); 11.b Packet Pg. 217 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Section 15 Training and Exercises CITY OF GRAND TERRACE Emergency Operations Plan 58  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 seminars/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 procedures. 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. 11.b Packet Pg. 218 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 1: Authorities and References CITY OF GRAND TERRACE Emergency Operations Plan 59 APPENDIX 1: AUTHORITIES AND REFERENCES LOCAL AUTHORITIES  Grand Terrace Municipal Code:  Emergency Organization (Grand Terrace Municipal Code Chapter 2.28)  Grand Terrace Resolutions:  California Master Mutual Aid Agreement  Registered Volunteer Disaster Service Workers  Adopting the Emergency Plan (including the implementation of SEMS as required by Section 8607 of the California Emergency Services Act)  Adoption of NIMS  Adoption of LHMP  LHMP adopted into the Safety Element of the General Plan STATE AUTHORITIES  California Civil Code, Chapter 9, Section 1799.102 – Good Samaritan Liability  California Code of Regulations, Title 19  California Disaster Assistance Act  California Disaster and Civil Defense Master Mutual Aid Agreement  California Emergency Services Act  Governor’s Executive Order W-9-91 and Administrative Orders (prepared under the authority of the Governor’s Executive Order W-9-91)  Standardized Emergency Management System Guidelines  Standardized Emergency Management System Approved Course of Instruction FEDERAL AUTHORITIES  Federal Civil Defense Act of 1950 (Public Law 920) as amended  National Incident Management System  National Response Framework and National Disaster Recovery Framework  Robert T. Stafford Disaster Relief and Emergency Assistance Act (as amended)  Title 44 Code of Federal Regulations 11.b Packet Pg. 219 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 1: Authorities and References CITY OF GRAND TERRACE Emergency Operations Plan 60 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  California Hazardous Materials Incident Contingency Plan  California Law Enforcement Mutual Aid Plan  Homeland Security Presidential Directive 5 (HSPD-5)  National Incident Management System  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 of War Emergency – Standby Orders)  Title 44 Code of Federal Regulations  11.b Packet Pg. 220 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 2: Glossary of Terms CITY OF GRAND TERRACE Emergency Operations Plan 61 APPENDIX 2: GLOSSARY OF TERMS Action Plan (AP): See EOC Action Plan and Incident Action Plan. Activation: 1) Initial activation of an EOC may be accomplished by a designated official of the emergency response agency that implements SEMS as appropriate to accomplish the agency’s role in response to the emergency. 2) An event in the sequence of events normally experienced during most emergencies. After-Action Report (AAR): A report that examines response actions, application of SEMS, modifications to plans and procedures, training needs, and recovery activities. AARs are required under SEMS after any emergency that requires a declaration of an emergency. Reports must be submitted within 90 days to Cal OES. Agency: A division of government with a specific function offering a particular kind of assistance. In ICS, agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance). Governmental organizations are most often in charge of an incident, though in certain circumstances private sector organizations may be included. Additionally, NGOs may be included to provide support. All-Hazards: Any incident, natural or man-made, that warrants action to protect life, property, the environment, and public health or safety, and minimize disruptions of government, social, or economic activities. California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA): An agreement entered into by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and public agencies of the State of California to assist each other by providing resources during an emergency. Mutual aid occurs when two or more parties agree to furnish resources and facilities and to render services to each other in response to any type of disaster or emergency. California Emergency Functions (CA-EFs): A grouping of state agencies, departments, and other stakeholders with similar functional activities/responsibilities whose responsibilities lend to improving the state’s ability to collaboratively prepare for, effectively mitigate, cohesively respond to, and rapidly recover from any emergency. CA-EFs unify a broad spectrum of stakeholders with various capabilities, resources, and authorities to improve collaboration and coordination for a particular discipline. They also provide a framework for the state government to support regional and community stakeholder collaboration and coordination at all levels of government and across overlapping jurisdictional boundaries. 11.b Packet Pg. 221 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 2: Glossary of Terms CITY OF GRAND TERRACE Emergency Operations Plan 62 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, that results in extraordinary levels of mass casualties, damage, or disruption, severely affecting the population, infrastructure, environment, economy, national morale, and/or government functions. Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority. Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the SEMS 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 aims 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. 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. 11.b Packet Pg. 222 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 2: Glossary of Terms CITY OF GRAND TERRACE Emergency Operations Plan 63 Coordination: The process of systematically analyzing a situation, developing relevant information, and informing appropriate command authority of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process (which can be either intra- or interagency) does not involve dispatch actions. However, personnel responsible for coordination may perform command or dispatch functions within the limits established by specific agency delegations, procedures, legal authority, etc. Multiagency or interagency coordination is found at all SEMS levels. Coordination Center: A term used to describe any facility that is used for the coordination of agency or jurisdictional resources in support of one or more incidents. Corrective Actions: Implementing procedures that are based on lessons learned from actual incidents or from training and exercises. Cost Unit: A functional unit within the Finance/Administration Section responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost-saving measures. Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters. Cyber Threat: An act or threat that poses potentially devastating disruptions to critical infrastructure, including essential communications such as voice, email, and internet connectivity. Cybersecurity: The protection of data and systems in networks that are connected to the internet, including measures to protect critical infrastructure services. These services may include essential communications such as voice, email, and internet connectivity. Demobilization: The orderly, safe, and efficient return of an incident resource to its original location and status. Department Operations Center (DOC): An EOC specific to a single department or agency and is focused on internal agency incident management and response. DOCs are often linked to and, in most cases, are physically represented in a combined agency EOC by an authorized agent(s) for the department or agency. Disaster: A sudden calamitous emergency event bringing great damage, loss, or destruction. 11.b Packet Pg. 223 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 2: Glossary of Terms CITY OF GRAND TERRACE Emergency Operations Plan 64 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 incident(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. 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 ongoing 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 11.b Packet Pg. 224 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 2: Glossary of Terms CITY OF GRAND TERRACE Emergency Operations Plan 65 needed by the preparing agency or organization in the performance of their duties and should not attempt to include everything that may be needed in any emergency. Emergency Response Agency: Any organization responding to an emergency, or providing mutual aid support to such an organization, whether in the field, at the scene of an incident, or to an operations center. Emergency Response Personnel: Personnel affiliated with or sponsored by emergency response agencies. EOC Action Plan (EAP): The written plan developed at SEMS local level that contains objectives, actions to be taken, assignments, and supporting information for the next operational period. Essential Facilities: Police, fire, EOCs, schools, medical facilities, and other resources that have a role in an effective and coordinated emergency response. Evacuation: The organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas and their reception and care in safe areas. Federal: Of or pertaining to the Federal Government of the United States of America. Finance/Administration Section: The section responsible for all administrative and financial considerations surrounding an incident or EOC activation. Function: The five major activities in ICS: Command, Operations, Planning, Logistics, and Finance/Administration. The same five functions are also found at all SEMS Local Government Levels. At the EOC, the term Management replaces Command. The term function is also used when describing the activity involved, (e.g., the planning function). A sixth function, Intelligence/Investigations, may be established, if required, to meet emergency management needs. Group: Established to divide the incident management structure into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups, when activated, are located between branches and resources in the Operations Section. See Division. Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome. Incident: An occurrence or event, natural or man-made, that requires a response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wildland and urban fires, floods, HazMat spills, nuclear accidents, 11.b Packet Pg. 225 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 2: Glossary of Terms CITY OF GRAND TERRACE Emergency Operations Plan 66 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. Incident Command: Responsible for overall management of the incident and consists of the Incident Commander, either single or unified command, and any assigned supporting staff. Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics and the ordering and release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site. Incident Command Post (ICP): The field location where the primary functions are performed. The ICP may be co-located with the incident base or other incident facilities. Incident Command System (ICS): A standardized on-scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field-level incident management operations. 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. 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 11.b Packet Pg. 226 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 2: Glossary of Terms CITY OF GRAND TERRACE Emergency Operations Plan 67 activities of an incident or EOC and current and expected conditions and how they affect the actions taken to achieve operational period objectives. Intelligence is an aspect of information. Intelligence is primarily intended for internal use and not for public dissemination. Intelligence/Investigations: Intelligence gathered within the Intelligence/Investigations function is information that either leads to the detection, prevention, apprehension, and prosecution of criminal activities (or the individual(s) involved) including terrorist incidents or information that leads to determination of the cause of a given incident (regardless of the source) such as public health events or fires with unknown origins. This is different from the normal operational and situational intelligence gathered and reported by the Planning Section. Interoperability: Allows emergency management/response personnel and their affiliated organizations to communicate within and across agencies and jurisdictions via voice, data, or video-on-demand, in real-time, when needed and when authorized. Joint Information Center (JIC): A facility established to coordinate all incident-related public information activities. It is the central point of contact for all news media. Public information officials from all participating agencies should co-locate at the JIC. Joint Information System (JIS): Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, accurate, accessible, timely, and complete information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the IC; advising the IC concerning public affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort. Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., federal, state, tribal, and local boundary lines) or functional (e.g., law enforcement, public health). Key Resources: Any publicly or privately controlled resources essential to the minimal operations of the economy and government. Liaison: A form of communication for establishing and maintaining mutual understanding and cooperation. Liaison Officer: A member of the Command Staff (Management Staff at the Local Government Levels) responsible for coordinating with representatives from cooperating and assisting agencies or organizations. At SEMS Local Government Levels, reports directly to the EOC Director and coordinates the initial entry of Agency Representatives into the Operations Center and also provides guidance and support for them as required. 11.b Packet Pg. 227 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 2: Glossary of Terms CITY OF GRAND TERRACE Emergency Operations Plan 68 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 prioritization of incidents. Multiagency Coordination Group (MAC Group): Typically, administrators/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 11.b Packet Pg. 228 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 2: Glossary of Terms CITY OF GRAND TERRACE Emergency Operations Plan 69 may establish the priorities among incidents, harmonize agency policies, and provide strategic guidance and direction to support incident management activities. Multiagency Coordination System(s) (MACS): Provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination. The elements of MACS include facilities, equipment, personnel, procedures, and communications. Two of the most commonly used elements are EOC and MAC Groups. These systems assist agencies and organizations responding to an incident. Mutual Aid Agreements and/or Assistance Agreements: Written or oral agreements between and among agencies/organizations and/or jurisdictions that provide a mechanism to quickly obtain emergency assistance in the form of personnel, equipment, materials, and other associated services. The primary objective is to facilitate rapid, short-term deployment of emergency support prior to, during, and/or after an incident. Mutual Aid Coordinator: An individual at the local government, Operational Area, Region, or State Level that is responsible for coordinating the process of requesting, obtaining, processing, and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system. Mutual Aid Region: A subdivision of Cal OES established to assist in the coordination of mutual aid and other emergency operations within a geographical area of the state, consisting of two or more Operational Areas. National: Of a nationwide character, including the federal, state, tribal, and local aspects of governance and policy. National Incident Management System (NIMS): Provides a systematic, proactive approach guiding government agencies at all levels, the private sector, and NGOs to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life or property and harm to the environment. National Response Framework (NRF): A guide to how the nation conducts all-hazards incident management. Nongovernmental Organization (NGO): An entity with an association that is based on the interests of its members, individuals, or institutions. It is not created by a government, but it may work cooperatively with the government. Such organizations serve a public purpose, not a private benefit. Examples of NGOs include faith- based charity organizations and the American Red Cross. Officer: 1) The ICS title for the personnel responsible for the Command Staff (Management Staff at EOC) positions of Safety, Liaison, and Public Information. 2) One who holds an office 11.b Packet Pg. 229 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 2: Glossary of Terms CITY OF GRAND TERRACE Emergency Operations Plan 70 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 of a county and all other political subdivisions within the geographical boundaries of the county. Operational Period: The time 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 12–24 hours. Operations Section: The section responsible for all tactical incident operations and the 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 of operational activities. The Operations Section at an EOC contains branches, groups, or units necessary to maintain appropriate span of control. 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. 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 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. 11.b Packet Pg. 230 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 2: Glossary of Terms CITY OF GRAND TERRACE Emergency Operations Plan 71 Private Sector: Organizations and entities that are not part of any governmental structure. The private sector includes for-profit and not-for-profit organizations, formal and informal structures, commerce, and industry. Protocols: Sets of established guidelines for actions (which may be designated by individuals, teams, functions, or capabilities) under various specified conditions. Public Information: Processes, procedures, and systems for communicating timely, accurate, and accessible information on the incident’s cause, size, and current situation; resources committed; and other matters of general interest to the public, responders, and additional stakeholders (both directly affected and indirectly affected). Public Information Officer (PIO): A member of the Command Staff (Management Staff at the SEMS Local Government Levels) responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements. Recovery: The development, coordination, and execution of service- and site-restoration plans; the reconstitution of government operations and services; individual, private sector, nongovernmental, and public assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental, and economic restoration; evaluation of the incident to identify lessons learned; post-incident reporting; and development of initiatives to mitigate the effects of future incidents. Recovery Plan: A plan developed to restore the affected area or community. Regional Emergency Operations Center (REOC): Facilities found at Cal OES Administrative Regions. REOC provides centralized coordination of resources among OAs within their respective regions and between the OAs and the State Level. Reimbursement: Provides a mechanism to recoup funds expended for incident-specific activities. Resource Management: Efficient emergency management and incident response requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under NIMS includes mutual aid agreements and assistance agreements; the use of special federal, state, tribal, and local teams; and resource mobilization protocols. Resources: Personnel and major items of equipment, supplies, and facilities available or potentially available for assignment to incident operations and for which status is maintained. Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC. 11.b Packet Pg. 231 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 2: Glossary of Terms CITY OF GRAND TERRACE Emergency Operations Plan 72 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/Administration) 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 1:7, 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 11.b Packet Pg. 232 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 2: Glossary of Terms CITY OF GRAND TERRACE Emergency Operations Plan 73 and terrorist events. Relevant provisions of the Stafford Act include a process for Governors to request federal disaster and emergency assistance from the President. The President may declare a major disaster or emergency. Staging Area: Established at an incident for the temporary location of available resources. A staging area can be any location in which personnel, supplies, and equipment can be temporarily housed or parked while awaiting operational assignment. Standard Operating Procedure (SOP): A complete reference document or an operations manual that provides 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. Standardized Emergency Management System (SEMS): A system required by California Government Code and established by regulations for managing response to multiagency and multi-jurisdictional emergencies in California. SEMS consists of five organizational levels, which are activated as necessary: Field Response, Local Government, Operational Area, Region, and State. Standardized Emergency Management System (SEMS) Guidelines: The SEMS Guidelines are intended to assist those responsible for planning, implementing, and participating in SEMS. Standardized Emergency Management System (SEMS) Regulations: Regulations establishing SEMS based upon ICS adapted from the system originally developed by the Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE) program including those currently in use by state agencies, MACS as developed by FIRESCOPE program, the OA concept, and the Master Mutual Aid Agreement and related mutual aid systems. Regulations are found at TITLE 19. DIVISION 2. Chapter 1, ∞ 2400 et. Seq. State: When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Public Law 107−296, 116 Stat. 2135 (2002). State Operations Center (SOC): Operated by Cal OES at the State Level in SEMS, it is responsible for the centralized coordination of state resources in support of the three Cal OES Administrative REOCs. It is also responsible for providing updated situation reports to the Governor and legislature. Strategy: The general plan or direction selected to accomplish incident objectives. System: An integrated combination of people, equipment, and processes that work in a coordinated manner to achieve a specific desired output under specific conditions. 11.b Packet Pg. 233 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 2: Glossary of Terms CITY OF GRAND TERRACE Emergency Operations Plan 74 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). Technical Specialists: Personnel with special skills that can be used anywhere within the SEMS organization. No minimum qualifications are prescribed, as technical specialists normally perform the same duties during an incident that they perform in their everyday jobs and they are typically certified in their fields or professions. 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 subdivision of the United States in which it occurs; and is intended to intimidate or coerce the civilian population, or influence or affect the conduct of a government by mass destruction, assassination, or kidnapping. See Section 2 (15), Homeland Security Act of 2002, Public Law 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 incidents 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. Unit: The organizational element with functional responsibility for a specific incident planning, logistics, or finance/administration activity. Vital Records: The essential agency records that are needed to meet operational responsibilities under national security emergencies or other emergency or disaster conditions (emergency 11.b Packet Pg. 234 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 2: Glossary of Terms CITY OF GRAND TERRACE Emergency Operations Plan 75 operating records), or to protect the legal and financial rights of the government and those affected by government activities (legal and financial rights records). Volunteer: For purposes of NIMS, any individual accepted to perform services by the lead agency (which has authority to accept volunteer services) when the individual performs services without promise, expectation, or receipt of compensation for services performed. See 16 U.S.C. 742f(c) and 29 CFR 553.101. 11.b Packet Pg. 235 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 3: Contact List CITY OF GRAND TERRACE Emergency Operations Plan 76 APPENDIX 3: CONTACT LIST Emergency contact information is maintained in a separate document and is updated on a regular basis. 11.b Packet Pg. 236 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 4: SEMS EOC Position Checklists CITY OF GRAND TERRACE Emergency Operations Plan 77 APPENDIX 4: STANDARDIZED EMERGENCY MANAGEMENT SYSTEM EOC POSITION CHECKLISTS The EOC position checklists are maintained in the EOC Manual separate from this document and are updated on a regular basis. 11.b Packet Pg. 237 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d Appendix 5: Supporting Documentation CITY OF GRAND TERRACE Emergency Operations Plan 78 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 training curriculum, it is recommended that City personnel with emergency responsibilities complete emergency management courses as described in SEMS Approved Course of Instruction (ACI) and NIMS integration criteria. 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. The San Bernardino County Fire Office of Emergency Services is responsible for tracking the 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 by (Resolution No. Insert #) on (Insert Date) and may utilize the web-based NIMSCAST reporting tool to report the City’s NIMS compliance. 11.b Packet Pg. 238 At t a c h m e n t : G r a n d T e r r a c e E O P P a r t I B a s i c P l a n F I N A L D R A F T R e v i s i o n 6 2 0 1 6 - 1 0 - 1 9 ( 2 0 4 6 : E m e r g e n c y O p e r a t i o n s : A s s e s s m e n t R e p o r t a n d AGENDA REPORT MEETING DATE: October 25, 2016 Council Item TITLE: Award of Contract for Tree Trimming Services PRESENTED BY: Yanni Demitri, Public Works Director RECOMMENDATION: 1. Award a Contractor Agreement to West Coast Arborists, Inc. for Tree Trimming Services 2. Authorize City Manager to execute the Contract 2030 VISION STATEMENT: This staff report supports Goal #2 "Maintain Public Safety" by investing in critical improvements to infrastructure. BACKGROUND: In January of 2016, the City Council approved a Professional Services Agreement with Arbor Pro to provide a complete tree inventory of all city trees in the public rights-of- way, City easements, streets, parkways, medians, parks, City facilities and public parking lots. The inventory also included a schedule for primary maintenance as a recommended pruning program. Arbor Pro presented the tree inventory results to City Council in April. DISCUSSION: On August 30, 2016, the City Clerk issued a Notice Inviting Bids for Tree Trimming Services on behalf of the Public Works Department. The Tree Trimming Services will include a five year pruning program as recommended by Arbor Pro. The Notice Inviting Bids was posted to the City website and sent directly to a bidder's list. By the time of the bid opening on September 21, 2016, four (4) bids were submitted. The companies and their bids for the five year pruning program are as follows: Bid 1 West Coast Arborists, Inc. - Anaheim, CA $192,802.00 Bid 2 Trimming Land Company - South Gate, CA $219,554.00 Bid 3 Mariposa Landscaping, Inc. - Irwindale, CA $236,677.00 Bid 4 Tree Pros, Inc. - Chino, CA $244,113.00 West Coast Arborists (WCA) was the lowest, responsive bidder. The firm's contractor's license is valid, and all references provided positive feedback. The scope of work for the five year Pruning Program includes: tree removal, stump 12 Packet Pg. 239 grinding and removal, removal of dead or diseased tree branches, routine horticultural pruning of small and large trees, as well as training pruning of young, large-growing trees. In the first year alone a total of 140 trees will be pruned, which are all of the trees in Priority 1 and Priority 2. Also 65 dead trees will be removed. Over the following four years of this program, a combination of tree removal and tree pruning will be done until all recommendations of the report are implemented. Staff will also present for Council approval at the November 15, 2016 meeting, a revised tree trimming ordinance that will set policy for tree trimming on the public right of way. Staff is recommending that Council award a Contractor Agreement to West Coast Arborists, Inc. for Tree Trimming Services, and authorize the City Manager to execute the contract. FISCAL IMPACT: Tree Trimming in the City rights-of-way is an allowable expense under Measure I. There are funds budgeted in the 2016-17 Measure I accounts to cover the annual cost of $38,560.40. The bid total of $192,802.00 is for all work to be completed in the five year pruning program. Fund Program Account Balance Measure I Fund (20) (200) 20-200-708-000-000 $45,620.00 Total to be used for Tree Trimming Services FY 2016-17 $38,560.40 Remaining Account Balance $7,059.60 ATTACHMENTS:  I. Agreement with WCA for Tree Trimming.pdf (PDF)  II. Bid Summary (PDF)  Tree Report (PDF) APPROVALS: Yanni Demitri Completed 10/17/2016 4:56 PM Finance Completed 10/18/2016 12:52 PM City Attorney Completed 10/18/2016 2:48 PM City Manager Completed 10/19/2016 1:58 PM City Council Pending 10/25/2016 6:00 PM 12 Packet Pg. 240 D-1 CONTRACT AGREEMENT THIS CONTRACTORS day of 2016 ("Contractor"), a California Corporation. 1.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 under the Bidding Schedule of the furnish at his own expense all labor, materials, equipment, tools and services necessary therefor, except those materials, equipment, tools and services as may be stipulated in said specification to be furnished by said City and to do everything required by this Agreement and the said Specifications and Drawings. 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 prior to the opening of bids, are hereby incorporated in and made a part of this Agreement. c)In entering into a Public Works Contract for a subcontract to supply goods, services or materials pursuant to a Public Works Contract, the Contractor or subcontractor offers and agrees to assign to the City all rights, title, and interest in and to all causes of action it may have under Section 4 of the Clayton Act (15 U.S.C. Sec. 15) or under the Cartwright Act (Chapter 2 commencing with Section 16700) of Part 2 of Division 7 of the Business and Professions Code, arising from purchases of goods, services, or materials pursuant to the Public Works Contract or the subcontract. This assignment shall be made and become effective at the time the City tenders final payment to the Contractor without further acknowledgment by the parties. 2.Term.This Agreement shall be effective on the date first written above and the Agreement shall remain in effect until terminated as provided herein. 3.Compensation/Payment.Contractor shall perform the Services under this Agreement for the total sum not to exceed . 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 To 12.a Packet Pg. 241 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) D-2 City of Grand Terrace 22795 Barton Rd. Bldg. B Grand Terrace, CA 92313 5.Prevailing Wage. If applicable, Contractor and all subcontractors are required to pay the general prevailing wage rates of per diem wages and overtime and holiday wages determined by the Director of the Department of Industrial Relations under Section 1720 et seq. of the California Labor Code and implemented the City Council of the City of Grand Terrace. The referred to and made a part hereof; the wage rates therein ascertained, determined, and specified are referred to and made a part hereof as though fully set forth herein. 6.Contract Administration.A designee of the City will be appointed to administer this Agreement on behalf of City and shall be referred to herein as Contract Administrator. 7.Standard of Performance. While performing the Services, Contractor shall exercise the reasonable care and skill customarily exercised by reputable members of Contractors in the Metropolitan Southern California Area, and shall use reasonable diligence and best judgment while exercising its skill and expertise. 8.Personnel. Contractor shall furnish all personnel necessary to perform the Services and shall be responsible for their performance and compensation. Contractor recognizes that the qualifications and experience of the personnel to be used are vital to Contractor and timely completion of the Services. 9.Assignment and Subcontracting.Neither party shall transfer any right, interest, or obligation in or under this Agreement to any other entity without prior written consent of the other party. In any event, no assignment shall be made unless the assignee expressly assumes the obligations of assignor under this Agreement, in writing satisfactory to the parties. Contractor shall not subcontract any portion of the work required by this Agreement without prior written provision making them subject to all provisions stipulated in this Agreement, including without limitation, the insurance obligations set forth in Section 13. Contractor acknowledges that any transfer of rights may require City Manager and/or City Council approval. 10.Independent Contractor.In the performance of this Agreement, Contractor and his employees, subcontractors and agents, shall act in an independent capacity as independent contractors, and not as officers or employees of the City or the City of Grand Terrace. Contractor acknowledges and agrees that the City has no obligation to pay or withhold state or Contractor to Contractors employees, subcontractors and agents. Contractor as an independent contractor shall be responsible for any and all taxes that apply to Contractor as an employer. 11.P Eligibility Indemnity.In the event that Contractor or any employee, agent, or subcontractor of Contractor providing services under this Agreement claims or is determined by a court of competent jurisdiction or the California Public Employees Retirement System Contractor shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer 22 , CA 92 12.a Packet Pg. 242 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) D-3 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 performance of work under this Agreement by Contractor or any of the Contractor's employees, agents or subcontractors and from all claims 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 costs or expense that the City incurs or makes to or on behalf of an injured employee -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.Contractor shall provide satisfactory evidence of, and shall thereafter maintain during the term of s, forms and such modification is prohibited by law. 13.1.1 Limitations.These minimum amounts of coverage shall not constitute any limitation or cap on Contractor 2 hereof. 13.1.2 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 - or higher and a Financial Class of VII or higher. 13.1.3 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. 13.1.4 Adequacy. The City, its officers, employees and agents make no representation that the types or limits of insurance specified to be carried by 12.a Packet Pg. 243 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) D-4 Contractor pursuant to this Agreement are adequate to protect. If Contractor believes that any required insurance coverage is inadequate, Contractor will obtain such additional insurance coverage as deems adequate, at Contractor's sole expense. 13.2 : By executing this Agreement, certifies that Contractor is aware of and will comply with Section 3700 of the Labor Code of the State compensation, or to undertake self-insurance before commencing any of the work. Contractor shall carry the insurance or provide for self-insurance required by California law to protect said Contractor to City's execution of this Agreement, Contractor shall file with City either (1) a certificate of insurance showing that such insurance is in effect, or that Contractor is self- insured for such coverage, or (2) a certified statement that Contractor has no employees, and acknowledging that if Contractor does employ any person, the necessary certificate of insurance will immediately be filed with City. Any certificate filed with City shall provide that City will be given ten (10) days prior written notice before modification or cancellation thereof. 13.3 Commercial General Liability and Automobile Insurance.Prior to City's execution of this Agreement, Contractor shall obtain, and shall thereafter maintain during the term of this Agreement, commercial general liability insurance and automobile liability insurance as required to insure against damages for personal injury, including accidental death, as well as from claims for property damage, which may arise from or which may concern operations by anyone directly or indirectly employed by, connected with, or acting for or on behalf of Contractor. The City and the City, and its officers, employees and agents, shall be named as additional insured under the Contractor insurance policies. 13.3.1 Contractor bodily injury (including death) and property damage (including, but not limited to, premises operations liability, products- liability, personal injury liability, and contractual liability) in an amount not less than $1,000,000 per occurrence and a general aggregate limit in the amount of not less than $2,000,000. 13.3.2 Contractors automobile liability policy shall cover both bodily injury and property damage in an amount not less than $500,000 per occurrence and an aggregate limit of not less than $1,000,000. All of Contractor commercial general liability insurance policies shall cover all vehicles used in connection with Contractor include, but are not limited to, owned vehicles, leased vehicles, Contractor employee vehicles, non-owned vehicles and hired vehicles. 13.3.3 Prior to City's execution of this Agreement, copies of insurance policies or original certificates and additional insured endorsements evidencing the coverage required by this Agreement, for both commercial general and automobile liability insurance, shall be filed with City and shall include the City and its officers, employees and agents, as additional insured . Said policies shall be in the usual form of commercial general and automobile liability insurance policies, but shall include the following provisions: It is agreed that the City of Grand Terrace and its officers, employees and agents, are added as additional insures under this policy, solely for work done by and on 12.a Packet Pg. 244 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) D-5 behalf of the named insured for the City of Grand Terrace. 13.4 Contractor shall require all of its subcontractors to carry insurance, in an amount sufficient to cover the risk of injury, damage or loss that furtherance of this Agreement, including, but without limitation, the following Contractor shall provide City with satisfactory evidence that Subcontractors have obtained insurance policies and 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. Time 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 terminate 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 commission, 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 professional , 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 ions 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. 12.a Packet Pg. 245 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) D-6 20.1 Other than as stated below, City shall give Contractor thirty (30) days prior written notice prior to termination. 20.2 City may terminate this Agreement upon fifteen (15) days written notice to Contractor, in the event: 20.2.1 Contractor substantially fails to perform or materially breaches the Agreement; or 20.2.2 City decides to abandon or postpone the Services. 21.Offsets.Contractor acknowledges and agrees that with respect to any business tax or penalties thereon, utility charges, invoiced fee or other debt which Contractor owes or may owe to the City, City reserves the right to withhold and offset said amounts from payments or refunds or reimbursements owed by City to Contractor. Notice of such withholding and offset shall promptly be given to by City in writing. In the event of a dispute as to the amount owed or whether such amount is owed to the City, City will hold such disputed amount until either the appropriate appeal process has been completed or until the dispute has been resolved. 22.Successors and Assigns.This Agreement shall be binding upon City and its successors and assigns, and upon Contractor and its permitted successors and assigns, and shall not be assigned by, Contractor either in whole or in part, except as otherwise provided in paragraph 9 of this Agreement. 23.Governing Law,Venue, Dispute Resolution and Attorneys' Fees.This Agreement shall be governed by and construed in accordance with laws of the State of California. Prior to commencing suit in a court of competent jurisdiction, any controversy,dispute or claim arising out of the Agreement shall first be submitted to an alternative dispute resolution process as set forth in Section 24 herein. Any action at law or in equity brought by either of the parties hereto for the purpose of enforcing a right or rights provided for by this Agreement shall be tried in a court of competent jurisdiction in the County of San Bernardino, State of California, and the parties hereby waive all provisions of law providing for a change of venue in such proceedings to any other county. In the event either party hereto shall bring suit to enforce any term of this Agreement or to recover any damages for and on account of the breach of any term or condition of this Agreement, it is mutually agreed that the prevailing party in such action shall recover all costs thereof, including reasonable attorneys' fees, to be set by the court in such action. 24.Alternative Dispute Resolution.In the event of any controversy, dispute or claim arising out of or relating to this Agreement, the parties hereto shall consult and negotiate with each other and, recognizing their mutual interest, attempt to reach a solution satisfactory to both parties. If they do not reach settlement within a period of 60 days, the matter shall be submitted to an alternative dispute resolution process, either nonbinding arbitration by written notice from either party to the other. The parties shall meet and confer in good faith and select a Process and an arbitrator or a mediator that is agreeable to both sides. The selected Process shall be completed no later than aforementioned written notice, unless the Parties mutually agree to an extension of the Process Period. If the matter is not successfully resolved by the selected Process, within the Process Period, the parties are free to commence litigation in a court of competent jurisdiction as defined in Section 23 herein. the end of the Process Period, shall be subject to a stay until the end of the Process Period. The Parties further agree to equally bear the cost of the Process. 12.a Packet Pg. 246 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) D-7 25. Nondiscrimination. During Contractor 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, marital 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. Severability. 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 herein 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. 29.1 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. 29.2 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. 12.a Packet Pg. 247 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) D-8 IN WITNESS WHEREOF City and Contractor have caused this Agreement to be duly executed the day and year first above written. THE CITY OF GRAND TERRACE, A public body By:_________________________ Harold Duffey City Manager Attest: ______________________ Pat Jacques-Nares City Clerk APPROVED AS TO FORM: _______________________ Richard L. Adams II City Attorney By:_____________________________________________ ________________________________________________ [Printed Name] 12.a Packet Pg. 248 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) TREE TRIMMING SERVICES SCOPE OF SERVICES The City of Grand Terrace seeks to retain a landscape contractor for a period of Five (5) years to perform tree trimming, tree removal, and stump removal services. The trees vary greatly in size, height, species, and age. Said work could be done in as little as 2 years or as long as 5 years depending on available budget each year. The exact scope of services is the following: Remove 199 trees. Priority 1 Prune (5 Trees)Trees that require the removal of hazardous deadwood, hangers, or broken branches. These trees have broken or hanging limbs, hazardous deadwood, and dead, dying or diseased limbs or leaders greater than four (4) inches in diameter. Priority 2 Prune (135 Trees)-These trees have dead, diseased or weakened branches between two (2) and four (4) inches in diameter and are potential safety hazards. Large Tree Routine Prune (851)These trees require routine horticultural pruning to correct structural problems or growth patterns, which would eventually obstruct traffic or interfere with utility wires or buildings. Trees in this category are large enough to require bucket truck access or manual climbing. Small Tree Routine Prune (528)These trees require routine horticultural pruning to correct structural problems or growth patterns, which would eventually obstruct traffic or interfere with utility wires or buildings. These trees are small growing, mature trees that can be evaluated and pruned from the grown. Training Prune (125 Trees)Young, large-growing trees that are still small must be pruned to correct or eliminate weak, interfering or objectionable branches in order to minimize future maintenance requirements. These trees, up to 20 feet in height, can be worked with a pole-pruner or by a person standing on the ground. Stump Grind/Removal (45 Stumps)This category indicates a stump that should be stump grown below grade level and/or removed. 12.a Packet Pg. 249 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 250 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 251 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 252 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 253 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 254 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 255 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 256 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 257 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 258 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 259 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 260 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 261 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 262 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 263 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 264 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 265 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 266 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 267 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 268 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 269 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 270 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12.a Packet Pg. 271 At t a c h m e n t : I . A g r e e m e n t w i t h W C A f o r T r e e T r i m m i n g . p d f ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) 12 . b Pa c k e t P g . 2 7 2 Attachment: II. Bid Summary (2039 : Tree Trimming Services) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved City of Grand Terrace Tree Inventory Summary Report March 29, 2016 Report Summary On February 8, 2016 ArborPro, Inc. began working on a comprehensive GPS tree inventory for City of Grand Terrace. ArborPro assigned an ISA Certified Arborist (Jeff Davidson – WE 3457) to perform this survey. Jeff identified a total of 1,888 tree sites throughout the City. The purpose of this report is to review the project totals and to summarize the findings of our survey. Size Characteristics The general size of a tree provides insight into the age and value of the tree. There are two industry- wide recognized size characteristics, height and diameter at breast height. While height is self explanatory, diameter at breast height (DBH) is determined by the diameter of the tree at 4.5 feet above grade. Both the height and the DBH are collected in ranges due to the dynamic growth rate of trees. DBH (in inches)Tree Count 00-03 236 04-06 404 07-12 555 13-18 390 19-24 178 25-30 67 31-36 41 37-42 11 43+6 Total 1,888 12.c Packet Pg. 273 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved Tree Condition Excellent – The tree is near perfect condition, this determination is generally used for trees with no defects and young trees that have been properly maintained. Very Good – The tree is in very good condition with very minor defects that could be corrected by pruning. These trees generally “stand out” with respect to the aesthetic value they add to the Urban Forest. Good – The tree has no major structural problems; no significant damage from diseases or pests; no significant mechanical damage; a full, balanced crown, and normal twig condition and vigor for its species. Fair – The tree may exhibit the following characteristics: minor structural problems and/or mechanical damage; significant damage from non-fatal or disfiguring diseases; minor crown imbalance or thin crown; minor structural imbalance; or stunted growth compared to adjacent trees. Poor – The tree appears healthy, but may have structural defects. This classification also includes healthy trees that have unbalanced structures or have been topped. Trees in this category may also have severe mechanical damage, decay, severe crown dieback or poor vigor/failure to thrive. Dead – Trees in advanced states of decline are not included. This category refers only to dead trees. Critical – The tree is in a physical state that requires immediate attention. Generally these trees are recommended for a Priority One Removal. Tree Height Tree Count 00-15 456 15-30 1,079 30-45 207 45-60 105 60+41 Total 1,888 Tree Condition Tree Count Good 195 Fair 1,199 Poor 429 Dead 20 Critical 0 Stump Removal 45 Total 1,888 12.c Packet Pg. 274 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved Species Diversity – Poor and Dead Trees We have found based on our experience that the most valuable assessment from our survey is the species composition of the trees that are dead or in poor condition. Below is a listing of these tree species found within the city. We have also identified what percentage of the tree species surveyed have been identified as poor or dead trees. For example, we have identified that there are seven Arizona Ash trees and of these seven trees, there are six that are in poor condition or dead representing an 85.71% poor rating. Botanical Name Common Name Poor or Dead Total % Acer saccharinum Silver Maple 5 5 100.00% Alnus rhombifolia White Alder 1 1 100.00% Bauhinia x blakeana Hong Kong Orchid Tree 1 1 100.00% Cycas revoluta Sago Palm 1 1 100.00% Ficus carica Edible Fig 1 1 100.00% Juglans nigra Black Walnut 2 2 100.00% Koelreuteria paniculata Goldenrain Tree 4 4 100.00% Liriodendron tulipifera Tulip Tree 3 3 100.00% Malus domestica Edible Apple Species 1 1 100.00% Pinus radiata Monterey Pine 1 1 100.00% Prunus armeniaca Apricot 1 1 100.00% Pyrus calleryana 'Bradford' Bradford Pear 1 1 100.00% Robinia x ambigua 'Purple Robe' Purple Robe Locust 1 1 100.00% Schinus molle California Pepper 1 1 100.00% Triadica sebifera Chinese Tallow Tree 1 1 100.00% Ulmus pumila Siberian Elm 1 1 100.00% Fraxinus velutina Arizona Ash 6 7 85.71% Pinus thunbergiana Japanese Black Pine 6 7 85.71% Morus alba White Mulberry 20 24 83.33% Fraxinus velutina 'Modesto' Modesto Ash 33 42 78.57% Albizia julibrissin Mimosa; Silk Tree 2 3 66.67% Ceiba speciosa Floss Silk Tree 2 3 66.67% Prunus persica Peach 4 6 66.67% Fraxinus uhdei Shamel Ash 9 14 64.29% Lophostemon confertus Brisbane Box 3 5 60.00% Pinus brutia var. eldarica Afghan Pine 7 13 53.85% Liquidambar styraciflua American Sweet Gum 51 101 50.50% Archontophoenix cunninghamiana King Palm 1 2 50.00% Brachychiton populneus Bottle Tree 1 2 50.00% Melia azedarach Chinaberry 1 2 50.00% 12.c Packet Pg. 275 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved Parkinsonia aculeata Jerusalem Thorn 1 2 50.00% Robinia pseudoacacia Black Locust 1 2 50.00% Yucca gloriosa Spanish Dagger 1 2 50.00% Jacaranda mimosifolia Jacaranda 6 14 42.86% Cercis canadensis Eastern Redbud 67 183 36.61% Gleditsia triacanthos Honey Locust 2 6 33.33% Prunus cerasifera Purple-Leafed Plum 8 24 33.33% Koelreuteria bipinnata Chinese Flame Tree 15 46 32.61% Schinus terebinthifolius Brazilian Pepper 8 26 30.77% Platanus x acerifolia London Plane Tree 32 110 29.09% Cedrus atlantica Atlas Cedar 2 7 28.57% Pinus pinea Italian Stone Pine 5 19 26.32% Melaleuca quinquenervia Cajeput Tree 1 4 25.00% Ulmus parvifolia Chinese Elm 2 8 25.00% Cupaniopsis anacardioides Carrotwood 32 139 23.02% Callistemon citrinus Lemon Bottlebrush 1 5 20.00% Citrus sinensis Orange 1 5 20.00% Eucalyptus polyanthemos Silver Dollar Gum 2 10 20.00% Pyrus kawakamii Evergreen Pear 2 10 20.00% Pinus canariensis Canary Island Pine 9 46 19.57% Cinnamomum camphora Camphor 6 31 19.35% Pinus halepensis Aleppo Pine 3 16 18.75% Magnolia grandiflora Southern Magnolia 16 89 17.98% Chitalpa tashkentensis Chitalpa 4 26 15.38% Washingtonia filifera X robusta Filibusta Palm 2 14 14.29% Zelkova serrata Sawleaf Zelkova 1 8 12.50% Lagerstroemia indica Crape Myrtle 35 311 11.25% Pistacia chinensis Chinese Pistache 2 22 9.09% Afrocarpus gracilior Fern Pine 1 13 7.69% Bauhinia variegata Purple Orchid Tree 3 42 7.14% Cupressus sempervirens Italian Cypress 1 14 7.14% Washingtonia filifera California Fan Palm 1 23 4.35% Syagrus romanzoffianum Queen Palm 3 131 2.29% Washingtonia robusta Mexican Fan Palm 1 72 1.39% 12.c Packet Pg. 276 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved Species Frequency Below is a Species Frequency report for all trees located in the city right of way. Botanical Name Common Name Tree Count Acer palmatum Japanese Maple 3 Acer rubrum Red Maple 1 Acer saccharinum Silver Maple 5 Afrocarpus gracilior Fern Pine 13 Albizia julibrissin Mimosa; Silk Tree 3 Alnus rhombifolia White Alder 1 Araucaria columnaris Star Pine 1 Archontophoenix cunninghamiana King Palm 2 Bauhinia variegata Purple Orchid Tree 42 Bauhinia x blakeana Hong Kong Orchid Tree 1 Brachychiton populneus Bottle Tree 2 Brahea edulis Guadalupe Palm 1 Butia capitata Pindo Palm 2 Callistemon citrinus Lemon Bottlebrush 5 Calocedrus decurrens Incense Cedar 1 Cedrus atlantica Atlas Cedar 7 Ceiba speciosa Floss Silk Tree 3 Ceratonia siliqua Carob 1 Cercis canadensis Eastern Redbud 183 Cercis canadensis 'Forest Pansy' Forest Pansy Redbud 2 Chamaerops humilis Mediterranean Fan Palm 3 Chitalpa tashkentensis Chitalpa 26 Cinnamomum camphora Camphor 31 Citrus limon Lemon 1 Citrus sinensis Orange 5 Cupaniopsis anacardioides Carrotwood 139 Cupressus sempervirens Italian Cypress 14 Cycas revoluta Sago Palm 1 Eucalyptus camaldulensis Red Gum 2 Eucalyptus polyanthemos Silver Dollar Gum 10 Ficus carica Edible Fig 1 Fraxinus uhdei Shamel Ash 14 Fraxinus velutina Arizona Ash 7 Fraxinus velutina 'Modesto' Modesto Ash 42 Ginkgo biloba Maidenhair Tree 4 Gleditsia triacanthos Honey Locust 6 12.c Packet Pg. 277 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved Handroanthus impetiginosus Pink Trumpet Tree 2 Jacaranda mimosifolia Jacaranda 14 Juglans nigra Black Walnut 2 Juniperus chinensis Chinese Juniper 1 Juniperus chinensis 'Torulosa' Hollywood Juniper 6 Koelreuteria bipinnata Chinese Flame Tree 46 Koelreuteria paniculata Goldenrain Tree 4 Lagerstroemia indica Crape Myrtle (including hybrids) 311 Ligustrum lucidum Glossy Privet 3 Liquidambar styraciflua American Sweet Gum 101 Liriodendron tulipifera Tulip Tree 3 Lophostemon confertus Brisbane Box 5 Magnolia grandiflora Southern Magnolia 89 Malus domestica Edible Apple Species 1 Melaleuca quinquenervia Cajeput Tree 4 Melia azedarach Chinaberry 2 Morus alba White Mulberry 24 Olea europaea Olive 6 Other Tree Other Tree 1 Palm species Palm Species 2 Parkinsonia aculeata Jerusalem Thorn 2 Parkinsonia florida Blue Palo Verde 1 Parkinsonia x 'Desert Museum' Desert Museum Palo Verde 2 Persea americana Avocado 2 Phoenix canariensis Canary Island Date Palm 6 Phoenix dactylifera Date Palm 1 Phoenix roebelenii Pigmy Date Palm 20 Pinus brutia var. eldarica Afghan Pine 13 Pinus canariensis Canary Island Pine 46 Pinus halepensis Aleppo Pine 16 Pinus pinea Italian Stone Pine 19 Pinus radiata Monterey Pine 1 Pinus thunbergiana Japanese Black Pine 7 Pistacia chinensis Chinese Pistache 22 Platanus racemosa California Sycamore 1 Platanus x acerifolia London Plane Tree 110 Podocarpus macrophyllus Yew Pine 1 Populus deltoides Cottonwood 1 Prosopis alba Argentine Mesquite 1 Prunus armeniaca Apricot 1 Prunus cerasifera Purple-Leafed Plum 24 12.c Packet Pg. 278 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved Prunus persica Peach 6 Psidium cattleianum Strawberry Guava 1 Pyrus calleryana Ornamental Pear 1 Pyrus calleryana 'Bradford' Bradford Pear 1 Pyrus kawakamii Evergreen Pear 10 Robinia pseudoacacia Black Locust 2 Robinia x ambigua 'Purple Robe' Purple Robe Locust 1 Salix babylonica Weeping Willow 1 Schinus molle California Pepper 1 Schinus terebinthifolius Brazilian Pepper 26 Stump Stump 45 Syagrus romanzoffianum Queen Palm 131 Syzygium australe Brush Cherry 2 Tipuana tipu Tipu 13 Trachycarpus fortunei Windmill Palm 8 Triadica sebifera Chinese Tallow Tree 1 Ulmus parvifolia Chinese Elm 8 Ulmus pumila Siberian Elm 1 Umbellularia californica California Bay 1 Washingtonia filifera California Fan Palm 23 Washingtonia filifera X robusta Filibusta Palm 14 Washingtonia robusta Mexican Fan Palm 72 Yucca gloriosa Spanish Dagger 2 Zelkova serrata Sawleaf Zelkova 8 12.c Packet Pg. 279 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved Maintenance Recommendations In conjunction with the comprehensive tree inventory our Arborist has provided a maintenance recommendation for each tree in the city right of way. Below is a definition for each maintenance category and a chart summarizing the findings. Priority 1 Removal – Trees designated for removal have defects that cannot be cost-effectively or practically treated. The majority of the trees in this category have a large percentage of a dead crown, and pose an elevated level of risk or failure. Any hazards that could be seen as potential dangers to persons or property and seen as potential liabilities would be in this category. Priority 2 Removal – Trees that should be removed but do not pose liability as great as the first priority will be identified. This category would need attention as soon as “Priority One” trees are removed. Priority 3 Removal – Trees that should be removed, but pose minimal liability to person or property, will be identified in this category. Priority 1 Prune – Trees that require the removal of hazardous deadwood, hangers, or broken branches. These trees have broken or hanging limbs, hazardous deadwood, and dead, dying or diseased limbs or leaders greater than four (4) inches in diameter. Priority 2 Prune - These trees have dead, diseased or weakened branches between two (2) and four (4) inches in diameter and are potential safety hazards. Large Tree Routine Prune – These trees require routine horticultural pruning to correct structural problems or growth patterns, which would eventually obstruct traffic or interfere with utility wires or buildings. Trees in this category are large enough to require bucket truck access or manual climbing. Small Tree Routine Prune – These trees require routine horticultural pruning to correct structural problems or growth patterns, which would eventually obstruct traffic or interfere with utility wires or buildings. These trees are small growing, mature trees that can be evaluated and pruned from the grown. Training Prune – Young, large-growing trees that are still small must be pruned to correct or eliminate weak, interfering or objectionable branches in order to minimize future maintenance requirements. These trees, up to 20 feet in height, can be worked with a pole-pruner or by a person standing on the ground. Maintenance Recommendation Tree Count Priority 1 Removal 47 Priority 2 Removal 132 Priority 3 Removal 20 Priority 1 Prune 5 Priority 2 Prune 135 Large Routine Prune 851 Small Routine Prune 528 Stump Removal 45 Training Prune 125 Total 1,888 12.c Packet Pg. 280 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved Stump Grind/Removal – This category indicates a stump that should be stump grown below grade level and/or removed. Below is a map categorized by the maintenance recommendation provided for each tree. 12.c Packet Pg. 281 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved In an effort to further clarify the maintenance recommendation categories we have provided photos of trees that fall into the Priority 1 Removal, Priority 2 Removal and Priority 2 Pruning classes. The first example below is the tree located at 22656 De Berry Street. This tree is a Morus alba tree commonly referred to as a White Mulberry. The recommendation for this tree is a Priority 1 Removal. The tree at at 22656 De Berry Street has been severely topped during past prunings. Topping is the practice of removing whole tops of trees or large branches and/or trunks from the tops of trees. This leaves stubs or lateral branches that are too small to assume the role of a terminal leader. This practice should never be allowed. There is very little that can be done to mitigate the damage done, therefore this practice results in the need to remove city trees. Another example of a Priority 1 Removal is the Arizona Ash tree located at 22745 De Soto Street. As you can see, this tree has also been topped in the past and includes large hollow cavities in the trunk of the tree. Below are photos of the Arizona Ash. 12.c Packet Pg. 282 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved The majority of trees that have been classified as Priority 1 Removals are due to past poor pruning practices or trees planted in a poor location. Usually a location that does not provide an adequate amount of space for root growth or the crown develpopment of the tree. Also Priority 1 Removals generally are larger trees that also include a compromised root system where the chance of failure is moderate to high. We have classified a total of 47 trees as Priority 1 Removals, we recommend that these trees are removed within the next six months to a year. Below is a listing of the Priority 1 Removal trees by address. We estimate the cost to remove the Priority 1 Trees at approximately $18,500. Tree ID Address Side Site Common Name DBH Height 1688 22702 BARTON RD Front 10 Eastern Redbud 5 17 1669 22901 BARTON RD Front 8 Eastern Redbud 5 16 1668 22901 BARTON RD Front 9 Eastern Redbud 6 16 1219 22800 BLUEBIRD LN Front 2 London Plane Tree 9 14 1218 22810 BLUEBIRD LN Front 1 London Plane Tree 9 14 1217 22820 BLUEBIRD LN Front 2 London Plane Tree 9 15 1213 22830 BLUEBIRD LN Front 1 London Plane Tree 10 9 1850 11901 CANAL ST Front 15 American Sweet Gum 6 34 1196 22537 CARDINAL ST Front 1 White Mulberry 16 16 1184 22568 CARDINAL ST Front 1 Silver Maple 28 36 1176 22670 CARDINAL ST Front 3 Mimosa; Silk Tree 17 24 1522 22271 CARHART AVE Front 1 Arizona Ash 28 25 1450 22630 DE BERRY AVE Front 1 White Mulberry 20 20 1449 22656 DE BERRY AVE Front 1 White Mulberry 28 12 1373 RICHARD COLLINS PARK Park 21 Sawleaf Zelkova 5 23 1447 22760 DE BERRY AVE Front 1 American Sweet Gum 18 23 1716 22724 DESOTO ST Front 1 Bottle Tree 18 23 1714 22745 DESOTO ST Front 1 Arizona Ash 18 20 1760 12271 DOS RIOS AVE Front 1 Chinese Flame Tree 18 35 1468 22628 LA PAIX ST Front 1 White Mulberry 18 10 1476 22730 LA PAIX ST Front 1 White Mulberry 23 30 1780 22853 LA PAIX ST Front 1 Carrotwood 15 21 201 22285 LADERA ST Front 1 Goldenrain Tree 14 7 351 22410 LADERA ST Front 2 Honey Locust 6 20 316 22441 LADERA ST Front 2 American Sweet Gum 9 7 952 22265 MAVIS ST Front 2 Monterey Pine 10 24 102 12702 MOUNT VERNON AVE Front 9 Purple Orchid Tree 3 10 1880 11750 MT VERNON AVE Front 3 American Sweet Gum 8 19 1881 11750 MT VERNON AVE Front 4 American Sweet Gum 9 19 666 12301 MT VERNON AVE Front 38 Eastern Redbud 1 5 12.c Packet Pg. 283 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved 942 12334 PASCAL AVE Front 1 Filibusta Palm 28 55 943 12334 PASCAL AVE Front 1 Modesto Ash 23 19 207 12827 REED AVE Front 1 Camphor 12 22 81 12778 ROYAL AVE Front 1 Modesto Ash 18 17 80 12778 ROYAL AVE Front 2 Modesto Ash 15 16 79 12786 ROYAL AVE Front 1 Modesto Ash 21 25 78 12786 ROYAL AVE Front 2 Modesto Ash 16 24 77 12786 ROYAL AVE Front 3 Modesto Ash 18 24 76 12796 ROYAL AVE Front 1 Modesto Ash 17 24 75 12796 ROYAL AVE Front 2 Modesto Ash 19 26 1508 11948 VIVIENDA CT Front 1 Arizona Ash 30 24 1099 22537 THRUSH ST Side 1 Siberian Elm 24 23 1273 GRAND TERRACE LIBRARY Front 1 Canary Island Pine 25 55 1272 GRAND TERRACE LIBRARY Front 2 Canary Island Pine 26 55 1271 GRAND TERRACE LIBRARY Front 5 Canary Island Pine 20 45 1270 GRAND TERRACE LIBRARY Front 6 Aleppo Pine 27 48 1269 GRAND TERRACE LIBRARY Front 12 Canary Island Pine 26 50 ArborPro, Inc. has also identified 132 Priority 2 Removals throughout the City of Grand Terrace. The primary cause of this determination is also due to past poor pruning practices, limited growth space, cracked trunks, etc. The primary difference between the designation of the Priority 1 Removal vs Priority 2 Removal, is the more imminent failure potential of a Priority 1 Tree. Another determining factor are the potential targets of such a failure, such as, the risk to vehicles and pedestrians, that may be impacted by the failure of a Priority 1 Tree. Many of the trees designated as a Priority 2 Removal are smaller than Priority 1 Trees and in locations that would cause less damage if the tree was to fail. For review we have also provided some photos of trees that have been categorized as Priority 2 Removals. The first example below is the Purple Leaf Plum tree located at 22422 Raven Way. This tree is dead with noticeable cracks in the trunk of the tree. While this tree should be removed we would prioritize this removal to occur following the Priority 1 Trees, because if this tree were to fail there would be limited exposure with regards to damage of persons or property. 12.c Packet Pg. 284 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved Our Arborist, Jeff Davidson, has also identified numerous priority pruning locations. He only identified 5 Priority 1 Prunes but we did identify 135 Priority 2 Prunes. The primary reason for the priority 2 prune designation is due to vehicular and pedestrian clearance, the majority being vehicular clearance issues. To the right is a photo of Van Buren Street. On this street alone we identified 11 trees in the 22000 block that require a clearance prune. Long Term Maintenance Plan It is our recommendation that the City of Grand Terrace enter into a long term grid maintenance plan to properly and most cost effectively maintain the Urban Forest. Prior to initiating a long term grid pruning plan we highly recommend that the Priority 1 Removal trees are removed, and also that the Priority 1 and Priority 2 Prune trees are pruned. Below is our estimated budget to address the priorities followed by the annual budget required to maintain the Urban Forest. We recommend that the Priority 2 Removal trees are addressed as the trees are pruned in the maintenance grids. The cost estimates above are based on current industry standards. We have estimated the prices on the higher side of the industry standard, the actual cost to perform the maintenance may be substantially lower. Year 1 - Priority Maintenance Maintenance Activity Tree Count Estimated Cost Priority 1 Removals 47 $18,500.00 Priority 1 and 2 Prunes 140 $9,000.00 Total Cost for Year 1 Priority Maintenance $27,500.00 Five Year Grid Pruning Schedule Maintenance Activity Tree Count Estimated Cost Grid Pruning 370 $17,760.00 Tree Removals (P2 Removals)25 $10,000.00 Tree Planting (Replacement Trees)25 $6,250.00 Emergency Response $5,000.00 Annual Tree Maintenance Cost $39,010.00 12.c Packet Pg. 285 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved ArborPro Software ArborPro has at no cost provided the City with five licenses of our tree inventory software program ArborPro. To maintain the integrity of the tree inventory, it is important that data be properly maintained and updated. When a tree is pruned, removed or planted, the information should be updated in the ArborPro tree management program. Also, when preparing a contract for a tree management services, the City should include a provision requiring the company to update the ArborPro database. Below is a screen shot of the software program. 12.c Packet Pg. 286 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved Tree Planting Palette The City of Grand Terrace should pursue a tree replacement program for all trees that are removed city wide. The key aspect of a tree removal/replacement program is the proper selection of the replacement species. Trees should be selected based on success in the local environment, the environmental benefits they provide and the specific location attributes, parkway size, utilities, etc. In association with city staff and utilizing guidelines suggested from the Recommended Street Tree Book, ArborPro, Inc. has created a tree planting palette for the City of Grand Terrace. Botanical Name Common Name Parkway Size Acacia smallii Small's Acacia 3-5 Afrocarpus gracilior Fern Pine 5-7 Brachychiton populneus Bottle Tree 3-5 Callistemon citrinus Lemon Bottlebrush 3-5 Cinnamomum camphora Camphor 5-7 Elaeocarpus decipiens Japanese Blueberry Tree 3-5 Ginkgo biloba Maidenhair Tree 5-7 Gleditsia triacanthos Honey Locust 3-5 Hymenosporum flavum Sweetshade 3-5 Koelreuteria elegans subsp. formosana Formosa Flamegold 5-7 Lagerstroemia indica Crape Myrtle 3-5 Ligustrum lucidum Glossy Privet 3-5 Melaleuca quinquenervia Cajeput Tree 5-7 Parkinsonia florida Blue Palo Verde 3-5 Parkinsonia microphyllum Foothill Palo Verde 5-7 Pinus brutia var. eldarica Afghan Pine 5-7 Pinus halepensis Aleppo Pine 5-7 Pistacia chinensis Chinese Pistache 3-5 Prunus caroliniana Carolina Laurel Cherry 3-5 Pyrus calleryana 'Bradford' Bradford Pear 3-5 Pyrus calleryana 'Redspire' Redspire Pear 5-7 Pyrus kawakamii Evergreen Pear 3-5 Quercus fusiformis Escarpment Live Oak 5-7 Quercus virginiana 'Heritage' Heritage Southern Live Oak 5-7 Rhus lancea African Sumac 3-5 Robinia x ambigua 'Purple Robe' Purple Robe Locust 3-5 Tipuana tipu Tipu 5-7 Triadica sebifera Chinese Tallow Tree 3-5 Ulmus parvifolia Chinese Elm 5-7 Zelkova serrata Sawleaf Zelkova 5-7 12.c Packet Pg. 287 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved Economic Benefits Analysis Often, municipalities only consider the cost of maintaining the urban forest, and ignore the benefits that trees provide. Trees provide significant community benefits. It is important to quantify those benefits to highlight the fact that trees are a good investment for the community. ArborPro, Inc. performed an economic benefits analysis of the tree inventory data utilizing the i-Tree software suite distributed by the USDA Forest Service. The i-Tree suite is comprised of urban and community forestry analysis and benefits assessment tools. The i-Tree tools are intended to help communities to strengthen their urban forest management and advocacy efforts by quantifying the environmental services that trees provide and the structure of the urban forest. All of the attributes collected during the tree inventory were entered into the i-Tree software to quantify their value. Stormwater Runoff and Improved Water Quality Trees reduce peak stormwater runoff and associated pollutants entering local water bodies. Trees reduce stormwater volumes by intercepting a portion of rainfall, which evaporates and never reaches the ground. Tree roots also increase rainfall infiltration and storage in the soil. And tree canopies reduce soil erosion by diminishing the impact of raindrops on barren surfaces. Public trees in Grand Terrace intercept 1,459,030 gallons of water annually for a savings of $8,029. Reduction of Atmospheric Carbon Dioxide Trees reduce atmospheric carbon by capturing and storing CO2 as they grow. By reducing demand for heating and cooling, trees indirectly reduce CO2 by avoiding emissions associated with energy production. Public trees in Grand Terrace store approximately 2,059,533 pounds of atmospheric CO2 for a total savings of $6,796. Air Quality Improvements Trees improve air quality by trapping particulates, absorbing gaseous pollutants, and releasing oxygen. By cooling urban heat islands and shading parked cars, trees indirectly reduce ozone levels. The Environmental Protection Agency recognizes tree planting as an ozone reduction measure in state implementation plans. Public trees in Grand Terrace remove particulate matter, ozone, sulfur dioxide and nitrogen oxides. The annual savings from air quality improvements including indirect cost is $4,420. 12.c Packet Pg. 288 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s ) ArborPro Inc. 22605 La Palma Ave #509 Yorba Linda, CA 92887 Phone: 714.694.1924 Fax: 714.694.1981 Prepared for the City of Grand Terrace by ArborPro, Inc. Copyright 2003 ArborPro Inc. All Rights Reserved Energy Savings Trees reduce the demand for energy to heat and cool buildings by providing shade, lowering summertime temperatures, and reducing windspeeds. Secondary benefits are reduced water consumption and pollutants emissions. Public trees in Grand Terrace save the city approximately $4,422 in energy savings. 12.c Packet Pg. 289 At t a c h m e n t : T r e e R e p o r t ( 2 0 3 9 : T r e e T r i m m i n g S e r v i c e s )