Arroyo Grande City Council
October 13, 2026

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provided to identify authorized alternates to fill the City of Arroyo Grande position as Incident Commander.

No. 1 – The Fire Chief or the On-Duty Battalion Chief
No. 2 – The On-Duty Fire Officer as appointed by the Fire Chief No. 3 – The Chief of Police or highest-ranking Police Officer The Incident Commander will alert the Arroyo Grande City Manager or assigned designee as to the severity of the incident.

Civil Disturbance
Civil Disturbance, or civil disorder, is a large-scale, spontaneous disruption of normal, orderly conduct and activities in urban areas, or an outbreak of rioting or violence, which results in an immediate danger of damage or injury to property or individuals and requires intervention to maintain public safety. Civil disorder is a demonstration of popular unrest that may manifest itself in acts of violence and destruction against property and human life. High-density events such as school events, parades, and the Harvest Festival occur at various times throughout the year and typically attract large numbers of people.

Damage possibilities range from the loss of life, multiple casualties, significant property damage from fire and looting, or the loss of infrastructure (electrical and water systems). Looting and fire could take place in both commercial and residential areas of the City. The setting of fires is a common occurrence in these types of events, and major structure fires, or conflagrations, are a significant threat as fire suppression efforts are often hindered.

TERRORISM
Terrorism is the use of force or violence against persons or property in violation of the criminal laws of the United States for purposes of intimidation, coercion, or ransom. Terrorists often use threats to create fear among the public, to try to convince citizens that their government is powerless to prevent terrorism, and to get immediate publicity for their causes. Acts of terrorism include threats of assassinations, kidnappings, hijackings, bomb scares and bombings, cyberattacks, and the use of chemical, biological, radiological, nuclear, and explosive weapons.

Terrorist activities are an increasing threat to our society, and those attacks have occurred against both the public and private sectors. Attacks have been directed against government and corporate leaders, private individuals, governing bodies and related agencies, police and other public service personnel and their facilities, public utility facilities, financial institutions, communication facilities, etc. Certain facilities, installations, or service centers of both public and private sectors have been identified as likely targets for attack.

A terrorist activity emergency has its own unique characteristics and must be dealt with in accordance with its magnitude and with an appropriate level of response. Early detection of terrorism acts is likely to be identified by first responders, and early recognition is vital to the success in limiting the scope of damage.

ACTIVE SHOOTER ATTACK
The frequency of active shooter incidents has increased in recent years, and these incidents have affected numerous places where citizens congregate, such as schools, workplaces, places of worship,

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shopping malls, public meetings, and movie theaters. Active shooter situations are dynamic and evolve quickly. Typically, the immediate deployment of law enforcement is required to stop the shooting and mitigate harm to victims. Individuals must be prepared both mentally and physically to deal with an active shooter situation. The effects of an active shooter incident usually include, but are not limited to, injuries, death, and lasting psychological impacts from the event.

Emergency response actions associated with a Civil Disturbance – Terrorism – Active Shooter are presented in City of Arroyo Grande EOP Civil Disturbance – Terrorism – Active Shooter Annex.

In the event of a Civil Disturbance - Terrorism - Active Shooter, the Police Chief will assume the position of Incident Commander. In the event the Police Chief is not available, the following chain of command is provided to identify authorized alternates to fill the City of Arroyo Grande position as Incident Commander.

No. 1 – The Chief of Police or the On-Duty Police Commander No. 2 – The On-Duty Sergeant as appointed by the Police Chief No. 3 – The highest-ranking Police Officer
The Incident Commander will alert the Arroyo Grande City Manager or assigned designee as to the severity of the incident.

Debris Management
Disaster events have the potential to cause extensive damage to public and private property. Such natural and human-caused disasters produce a variety of debris that can include such things as trees, sand, gravel, mud, building and construction materials, vehicles, personal property, and hazardous materials.

Community and worker safety are of paramount importance. Additionally, the safety and appearance of the environment are important to facilitate a return to normalcy. A planned debris removal and recovery procedure is essential for quickly opening major transportation arteries, providing access to critical facilities, and removing debris-related threats to public health and safety.

Debris Management activities will be coordinated through the Emergency Operations Center (EOC) during the response phase of any large-scale emergency or disaster and will transition to the Recovery Coordination Center (RCC) once the EOC is deactivated and short- and long-term recovery is underway. In events that do not require an EOC or RCC, Debris Management will be accomplished through the City Solid Waste Department as the lead agency.

EARTHQUAKE
The area surrounding Arroyo Grande is in the vicinity of several known active and potentially active earthquake faults. Since 1931, there have been 3,812 recorded earthquakes in the area surrounding Arroyo Grande. According to the USGS database, historical seismicity indicates a very high probability of a damaging earthquake occurring within 50 kilometers of Arroyo Grande within the next 50 years.

There are multiple seismically active faults that affect San Luis Obispo County, including the Los Osos Fault, San Andreas Fault, Nacimiento Fault, Hosgri Fault, and San Simeon Fault. While smaller earthquakes in the range of magnitude 2.0 – 2.7 regularly occur throughout the Arroyo Grande area, the San Andreas Fault is capable of an 8.5 magnitude earthquake and remains the greatest threat to our community.

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A major earthquake of this magnitude occurring in or near the City of Arroyo Grande may cause many deaths and casualties, extensive property damage, and other ensuing hazards. The effects could be aggravated by aftershocks and by the secondary effects of fire, hazardous material/chemical accidents, and possible failure of waterways and dams. Such an earthquake would be catastrophic in its effect upon the population and could exceed the response capabilities of the City, San Luis Obispo County OES, the California Governor’s Office of Emergency Services (Cal OES), and other state agencies. Emergency operations could be seriously hampered by the loss of communications and damage to transportation routes within, and to and from the disaster area, and by the disruption of public utilities such as power and water.

San Luis Obispo County has experienced several significant earthquakes that demonstrate the regional seismic hazard, including:
 San Simeon Earthquake (2003), magnitude 6.3, resulting in two fatalities  Shandon Earthquake (2004), magnitude 6.0, with no reported fatalities Other significant local earthquakes near or within the county include:
 San Miguel Earthquake (1966), magnitude 5.3
 Coalinga Earthquake (2004), magnitude 5.1
 Coalinga Earthquake (1975), magnitude 4.9
 Oak Shores Earthquake (2004), magnitude 4.8
The most significant earthquake actions in terms of potential structural damage and loss of life are ground shaking and fire. Ground shaking is the movement of the Earth's surface in response to a seismic event.

The magnitude of the earthquake, distance from the epicenter, and characteristics of surface geology determine the intensity of the ground shaking and the resultant damage.

Damage may include destruction of buildings, making some uninhabitable due to the phenomenon of liquefaction. Liquefaction is the loss of shear strength of the soil. The shear strength loss results from the increase in water pressure caused by the rearrangement of soil particles induced by shaking or vibration.

Liquefaction has been observed in many earthquakes, usually in soft, poorly graded granular materials (i.e., loose sands), with high water tables. Liquefaction usually occurs in the soil during or shortly after a large earthquake.

Every building in the City is exposed to a high risk of damage in earthquakes by virtue of being in a seismically active part of the country. Some of these structures face an elevated risk because they are located in high-hazard zones, such as near a fault, on liquefiable soils, or on slopes subject to landslides.

Other structures face high risk because their construction quality is inadequate to withstand strong shaking, as they were built decades before modern building codes were enacted.

Major power plants are expected to sustain some damage due to liquefaction and the ground shaking intensity of the earthquake. The potential impact to the City is lessened by the availability of power from other sources outside the affected area, and a significant reduction in consumer demand is expected as well.

Another major concern is whether an earthquake disrupts water availability and distribution for needed life support, to treat the sick and injured, and for fire suppression activities. The dams located in the county may be affected during earthquakes, and our water distribution systems may be damaged.

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Emergency response actions associated with major earthquakes are presented in City of Arroyo Grande EOP Earthquake Annex.

In the event of an earthquake, the Fire Chief will assume the position of Incident Commander. In the event the Fire Chief is not available, the following chain of command is provided to identify authorized alternates to fill the City of Arroyo Grande position as Incident Commander.

No. 1 – The Fire Chief or the On-Duty Battalion Chief
No. 2 – The On-Duty Fire Officer as appointed by the Fire Chief No. 3 – The Chief of Police or highest-ranking Police Officer The Incident Commander will alert the Arroyo Grande City Manager or assigned designee as to the severity of the incident.

Evacuation
The devastation caused in recent years by California Wildfires continues to elevate the importance of evacuation planning as a key element of emergency management. Accordingly, there is an increasing recognition across the United States of the need for formal plans on how to evacuate communities and areas that have been or are likely to be stricken by disasters. Consistent with current FEMA evacuation planning guidance and whole community planning principles, the City maintains evacuation strategies that address access and functional needs populations and transportation-limited individuals. Recent large wildfires throughout the State have highlighted the need to have community-based evacuation plans in place, ready to implement in advance of these fast-moving fires.

Evacuation is a process by which people must move from a place where there is immediate or anticipated danger, to a place of safety, and offered appropriate and accessible temporary shelter facilities. Once the threat to safety has been resolved, evacuees can return to their normal lives.

Although our operational area (OA) has never been faced with a need for an area-wide evacuation, analysis of local hazard profiles indicates that an evacuation effort involving thousands of individuals and impacting multiple communities is highly possible.

A large-scale evacuation is a complex effort that requires coordination between many disciplines, agencies, and organizations. It is also only one element of the incident response effort. Emergency services and other public safety organizations play key roles in working towards effective, efficient, and safe evacuation for those who may be impacted.

Emergency response actions associated with evacuations are presented in City of Arroyo Grande EOP Evacuation Plan.

Evacuation activities will be coordinated through the Emergency Operations Center (EOC) during the preparedness and response phase of any large-scale emergency. In events that do not require an EOC, evacuations will be accomplished with the Police Department as the lead agency.

Fires
The combination of highly flammable vegetation, prolonged dry periods, variable weather patterns, and steep terrain creates a significant wildfire hazard throughout many areas of San Luis Obispo County. A

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wildland fire is a fire in which the primary fuel is natural vegetation, and such fires may consume large areas of vegetation, timber, agricultural lands, and open space. Fires ignited in wildland areas can rapidly spread into areas where residential and commercial development intermingles with natural vegetation, and fires originating in urbanized areas may also expand into wildland areas. Wildland urban interface (WUI) fire hazards are most pronounced in areas with high structure density adjacent to undeveloped or vegetated open space. WUI fires may result in loss of life, injury, significant economic loss, displacement of residents, and substantial public investment in firefighting and recovery efforts, and may exceed the capabilities of local response resources.

Wildfire behavior is primarily influenced by weather, topography, and fuel conditions. While wildfire risk has historically been greatest during the summer and fall months, changing climate conditions have contributed to an extended wildfire season, with elevated risk occurring throughout much of the year.

Wildfires may be caused by natural events such as lightning; however, the majority of wildfires are humancaused. Common ignition sources include campfires, equipment use, electrical infrastructure, vehiclerelated ignitions, careless disposal of smoking materials, and arson. Equipment-related ignitions associated with mowing, grinding, or power tool use in dry vegetation continue to be an increasing concern.

The Five Cities Fire Authority provides fire protection services through its own resources and through automatic and mutual aid agreements with surrounding agencies. Fire suppression efforts are supported by regional and statewide mutual aid resources coordinated under California’s Master Mutual Aid Agreement and administered by Cal OES. Local and regional ground resources may be augmented by CAL FIRE aviation assets, including air tankers and helicopters, when available. All fire agencies within San Luis Obispo County participate in the statewide mutual aid system.

San Luis Obispo County’s Community Wildfire Protection Plan (CWPP), published in 2019, remains the foundational wildfire mitigation planning document for the county. The CWPP identifies wildfire risk factors including fire behavior, fuels, topography, weather, emergency access, evacuation considerations, and structural vulnerability, and establishes mitigation priorities through a collaborative, communitybased planning process. The CWPP is complemented by ongoing regional wildfire planning efforts and updated hazard mapping, including Fire Hazard Severity Zones, to guide current and future wildfire risk reduction activities.

Emergency response actions associated with a major fire are presented in City of Arroyo Grande EOP Fire Annex.

In the event of a major structural or WUI fire, the Fire Chief will assume the position of Incident Commander. In the event the Fire Chief is not available, the following chain of command is provided to identify authorized alternates to fill the City of Arroyo Grande position as Incident Commander.

No. 1 – The Fire Chief or the On-Duty Battalion Chief
No. 2 – The On-Duty Fire Officer as appointed by the Fire Chief No. 3 – The Chief of Police or highest-ranking Police Officer The Incident Commander will alert the Arroyo Grande City Manager or assigned designee as to the severity of the incident.

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Hazardous Material Incident
The release of hazardous materials has the potential for adverse impacts upon human health, the environment, and property, depending upon the type, location, and quantity of material released. Areas near roadways that are frequently used for transporting hazardous materials and jurisdictions with industrial facilities that use, store, or dispose of such materials, all have increased potential for major hazardous material incidents.

According to the SLO County Environmental Health Department, in 2026, there were approximately 65 businesses operating within Arroyo Grande city limits that use or produce reportable amounts of hazardous materials and require on-site management and off-site disposal. These materials could be released during disasters such as earthquakes or terrorist attacks. Large amounts of the hazardous waste generated in the city are transported off-site to pre-approved treatment and disposal sites throughout the state. The balance is disposed of on-site through methods including evaporation ponds, incineration, pre-treatment of sewage discharge, and recycling.

Emergency response actions associated with hazardous materials are presented in City of Arroyo Grande EOP Hazardous Materials Annex.

In the event of a Hazardous Materials event, the Fire Chief will assume the position of Incident Commander. In the event the Fire Chief is not available, the following chain of command is provided to identify authorized alternates to fill the City of Arroyo Grande position as Incident Commander.

No. 1 – The Fire Chief or the On-Duty Battalion Chief
No. 2 – The On-Duty Fire Officer as appointed by the Fire Chief No. 3 – The Chief of Police or highest-ranking Police Officer The Incident Commander will alert the Arroyo Grande City Manager or assigned designee as to the severity of the incident.

Pandemic
Pandemic planning and response activities are informed by the Centers for Disease Control and Prevention (CDC) epidemiological guidance and national public health preparedness frameworks. The Centers for Disease Control and Prevention (CDC) defines an epidemic as the occurrence of more cases of disease than expected in a given area or population over a defined period of time, and a pandemic as an epidemic that has spread across multiple countries or continents.

While pandemics are rare occurrences and generally occur infrequently, the spread of communicable diseases within a selected community or population group may reach such large proportions as to be proclaimed an epidemic. Widespread exposure to infectious, communicable diseases can have devastating effects on unprotected populations. Past epidemics including influenza, H1N1, and COVID-19 have claimed millions of lives.

New strains of viruses and other infectious diseases are being identified that are resistant to existing vaccinations and medical inoculations. These new "super viruses" have characteristics and qualities that are, in many instances, much more virulent and dangerous than diseases and maladies commonly experienced. The introduction of any contagious pathogen or disease into the general population can result in the development of an epidemic.

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The occurrence of a new pandemic in the city could result in the death of hundreds, if not thousands, of people over a relatively short period of time. Infectious diseases can strain the local healthcare system and may require emergency public health measures limiting human interaction. Loss of business revenue and reduced travel activity will disrupt the local economy due to lost tax revenue associated with sales and transient occupancy.

Emergency response actions associated with Pandemic Responses are presented in City of Arroyo Grande EOP Pandemic Annex.

In the event of a pandemic, the Fire Chief will assume the position of Incident Commander. In the event the Fire Chief is not available, the following chain of command is provided to identify authorized alternates to fill the City of Arroyo Grande position as Incident Commander.

No. 1 – The Fire Chief or the On-Duty Battalion Chief
No. 2 – The On-Duty Fire Officer as appointed by the Fire Chief No. 3 – The Chief of Police or highest-ranking Police Officer The Incident Commander will alert the Arroyo Grande City Manager or assigned designee as to the severity of the incident.

Transportation
Transportation incidents may lead to significant property damage and have negative physical, financial, and psychological impacts on citizens and first responders. All transportation-related incidents have the potential to result in injuries and fatalities to both passengers and the general population.

Many traffic accidents are handled without the need for activation of, or support from, the EOC. As the City’s population grows and traffic flow increases on freeways and roadways throughout the city, the possibility of transportation incidents may increase. Incidents on Highway 101 are major threats due to the large number of vehicles traveling at high speed and traffic congestion resulting from accidents on these roadways.

The community of Oceano has a general aviation public airport with one runway and no control tower.

Many aircraft accidents are handled without the need for activation of, or support from, the EOC.

However, there may be times when such support could be necessary, such as an aircraft crashing within the city limits causing significant damage and casualties. Assistance from outside agencies will most likely be needed to mitigate this incident.

Several commercial, military, and firefighting aircraft fly over Arroyo Grande each day. Aircraft operating in Arroyo Grande airspace include flights traveling the Los Angeles – San Francisco corridor, military aircraft from Naval Air Station Lemoore and Vandenberg Air Force Bases, and firefighting aircraft operating from the CAL FIRE Airbase located at the Paso Robles Municipal Airport.

The threat of train derailments of tanker/freight railcars carrying hazardous materials is a very real possibility and poses a threat to the City.

Emergency response actions associated with significant Transportation accidents are presented in City of Arroyo Grande EOP Transportation Annex.

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In the event of a significant Transportation event, the Fire Chief will assume the position of Incident Commander. In the event the Fire Chief is not available, the following chain of command is provided to identify authorized alternates to fill the City of Arroyo Grande position as Incident Commander.

No. 1 – The Fire Chief or the On-Duty Battalion Chief
No. 2 – The On-Duty Fire Officer as appointed by the Fire Chief No. 3 – The Chief of Police or highest-ranking Police Officer The Incident Commander will alert the Arroyo Grande City Manager or assigned designee as to the severity of the incident.

Utility Disruption / PSPS
The City of Arroyo Grande is susceptible to a utility disruption, which can be caused by a natural disaster or a planned shutoff through a Public Safety Power Shutoff (PSPS) utilized by Pacific Gas & Electric Company to help reduce the likelihood of a wildfire being sparked by electrical equipment.

Utility disruption events typically occur after natural disasters or as a result of a PSPS implemented during severe fire weather. The lack of power during these events may result in threats to public health and safety due to the need for climate-controlled environments, electrically powered medical equipment, and refrigerated medications. Extended disruptions could jeopardize essential community needs such as healthcare services and communication infrastructure. Loss of power could jeopardize local business inventories, which may be reliant on refrigeration.

The range of impacts because of utility disruption is wide. Events may impact residential units, businesses, critical infrastructure, traffic safety, public health and safety, and tourism.

Emergency response actions associated with Utility Disruptions are presented in City of Arroyo Grande EOP Utility Disruption / PSPS Annex.

In the event of a significant Utility Disruption / PSPS, the Fire Chief will assume the position of Incident Commander. In the event the Fire Chief is not available, the following chain of command is provided to identify authorized alternates to fill the City of Arroyo Grande position as Incident Commander.

No. 1 – The Fire Chief or the On-Duty Battalion Chief
No. 2 – The On-Duty Fire Officer as appointed by the Fire Chief No. 3 – The Chief of Police or highest-ranking Police Officer The Incident Commander will alert the Arroyo Grande City Manager or assigned designee as to the severity of the incident.

SAN LUIS OBISPO COUNTY NUCLEAR POWER PLANT EMERGENCY RESPONSE PLAN The Diablo Canyon Power Plant is operated by the Pacific Gas and Electric Company (PG&E). The plant is in San Luis Obispo County, approximately 10 miles north of the City of Arroyo Grande. The plant consists of two nuclear power generating units that are currently operational. Both units are pressurized water-type reactors having an electric power generating capacity in excess of 1,000 megawatts.

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When any nuclear power plant is operated, the potential for a radiological accident exists, though the probability of a serious accident is very low. The principal deterrent to an accident is prevention through conservative design, construction, and operation, which assures that the integrity of the reactor system is maintained. Protective systems are installed and are automatically activated to counteract the resulting effects when any part of the reactor system fails. Disaster planning is necessary to ensure public safety in the unlikely event that reactor safety systems fail. The Nuclear Regulatory Commission (NRC), working in concert with State and Local Agencies, is responsible for the development of the Diablo Canyon Power Plant Disaster Response Plan. This planning is conducted in accordance with 44 CFR Part 350 and applicable FEMA and NRC radiological emergency preparedness requirements.

Protective actions are advised if it is necessary to avoid or reduce a projected dose of radiation. A projected dose is an estimate of the potential radiation dose to affected individuals. Generally, protective actions will be either evacuation or sheltering in place. Federal and State guidance advises protective actions for the Emergency Planning Zones (EPZ) that lay entirely within San Luis Obispo County. The City of Arroyo Grande is located within Protective Action Zone 10.

Protective actions for the City of Arroyo Grande are not anticipated during the plume phase of an incident.

However, the City could be directly affected by protective actions taken in San Luis Obispo County, including ingestion pathway exposure, covering food supplies, interdiction, and decontamination.

Arroyo Grande EOC will provide assistance to the San Luis Obispo County Office of Emergency Services EOC during a major nuclear emergency.

CORE CAPABILITY OVERVIEW
In the National Preparedness Goal (2015), as implemented through current FEMA doctrine and guidance, the Federal Emergency Management Agency (FEMA) describes 32 core capabilities that address the greatest risks to the Nation. As a community, the City contributes to the NPG and strengthens our local and national preparedness by preparing for the risks that are most relevant and urgent for the City of Arroyo Grande. The 32 core capabilities are:

Planning – Conduct a systematic process engaging the whole community, as appropriate, in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives.

Public Information and Warning – Deliver coordinated, prompt, reliable, and actionable information to the whole community through clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard, as well as the actions being taken and the assistance being made available, as appropriate.

Operational Coordination – Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of core capabilities.

Forensics and Attribution – Conduct forensic analysis and attribute terrorist acts (including the means and methods of terrorism) to their source, including forensic analysis as well as attribution for an attack and for the preparation for an attack to prevent initial or follow-on acts and/or swiftly develop counter-options.

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Intelligence and Information Sharing – Provide timely, accurate, and actionable information resulting from the planning, direction, collection, exploitation, processing, analysis, production, dissemination, evaluation, and feedback of available information concerning physical and cyber threats to the OA, its people, property, or interests. Information sharing is the ability to exchange intelligence, information, data, or knowledge among government or private sector entities, as appropriate.

Interdiction and Disruption – Delay, divert, intercept, halt, apprehend, or secure threats and/or hazards.

Screening, Search, and Detection – Identify, discover, or locate threats and/or hazards through active and passive surveillance and search procedures. This may include the use of systematic examinations and assessments, bio-surveillance, sensor technologies, or physical investigation and intelligence.

Access Control and Identity Verification – Apply and support necessary physical, technological, and cyber measures to control admittance to critical locations and systems.

Cybersecurity – Protect (and if needed, restore) electronic communications systems, information, and services from damage, unauthorized use, and exploitation.

Physical Protective Measures – Implement and maintain risk-informed countermeasures and policies protecting people, borders, structures, materials, products, and systems associated with key operational activities and critical infrastructure sectors.

Risk Management for Protection Programs and Activities – Identify, assess, and prioritize risks to inform Protection activities, countermeasures, and investments.

Supply Chain Integrity and Security – Strengthen the security and resilience of the supply chain.

Community Resilience – Enable the recognition, understanding, communication of, and planning for risk and empower individuals and communities to make informed risk management decisions necessary to adapt to, withstand, and quickly recover from future incidents.

Long-term Vulnerability Reduction – Build and sustain resilient systems, communities, and critical infrastructure and key resources lifelines to reduce their vulnerability to natural, technological, and human-caused threats and hazards by lessening the likelihood, severity, and duration of the adverse consequences.

Risk and Disaster Resilience Assessment – Assess risk and disaster resilience so that decision makers, responders, and community members can take informed action to reduce their entity's risk and increase their resilience.

Threats and Hazards Identification – Identify the threats and hazards that occur in the geographic area; determine the frequency and magnitude; and incorporate this into analysis and planning processes to clearly understand the needs of a community or entity.

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Critical Transportation – Provide transportation (including infrastructure access and accessible transportation services) for response priority objectives, including the evacuation of people and animals, and the delivery of vital response personnel, equipment, and services into the affected areas.

Environmental Response/Health and Safety – Conduct appropriate measures to ensure the protection of the health and safety of the public and workers, as well as the environment, from all-hazards in support of responder operations and the affected communities.

Fatality Management Services – Provide fatality management services, including decedent remains recovery and victim identification, working with local, state, tribal, territorial, insular area, and federal authorities to provide mortuary processes, temporary storage or permanent internment solutions, sharing information with mass care services for the purpose of reunifying family members and caregivers with missing persons/remains, and providing counseling to the bereaved.

Fire Management and Suppression – Provide structural, wildland, and specialized firefighting capabilities to manage and suppress fires of all types, kinds, and complexities while protecting the lives, property, and the environment in the affected area.

Infrastructure Systems – Stabilize critical infrastructure functions, minimize health and safety threats, and efficiently restore and revitalize systems and services to support a viable, resilient community.

Logistics and Supply Management – Deliver essential commodities, equipment, and services in support of impacted communities and survivors, including emergency power and fuel support, as well as the coordination of access to community staples. Synchronize logistics capabilities and enable the restoration of impacted supply chains.

Mass Care Services – Provide life-sustaining and human services to the affected population, including hydration, feeding, sheltering, temporary housing, evacuee support, reunification, and distribution of emergency supplies.

Mass Search and Rescue Operations – Deliver traditional and atypical search and rescue capabilities, including personnel, services, animals, and assets to survivors in need, with the goal of saving the greatest number of endangered lives in the shortest time possible.

On-scene Security, Protection, and Law Enforcement – Ensure a safe and secure environment through law enforcement and related security and protection operations for people and communities located within affected areas and for response personnel engaged in lifesaving and life-sustaining operations.

Operational Communications – Ensure the capacity for timely communications in support of security, situational awareness, and operations through all means available, among and between affected communities in the impact area and all response forces.

Public Health, Healthcare, and Emergency Medical Services – Provide lifesaving medical treatment via Emergency Medical Services and related operations and avoid additional disease

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and injury by providing targeted public health, medical, and behavioral health support, and products to all affected populations.

Situational Assessment – Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any cascading effects, and the status of the response.

Economic Recovery – Return economic and business activities (including food and agriculture) to a healthy state and develop new business and employment opportunities that result in an economically viable community.

Health and Social Services – Restore and improve health and social services capabilities and networks to promote the resilience, independence, health (including behavioral health), and wellbeing of the whole community.

Housing – Implement housing solutions that effectively support the needs of the whole community and contribute to its sustainability and resilience.

Natural and Cultural Resources – Protect natural and cultural resources and historic properties through appropriate planning, mitigation, response, and recovery actions to preserve, conserve, rehabilitate, and restore them consistent with post-disaster community priorities and best practices and in compliance with applicable environmental and historic preservation laws and executive orders.

The 32 core capabilities have been grouped into five mission areas to serve as an aid in organizing preparedness activities. Some capabilities fall into only one mission area, while others apply to several mission areas.

Prevention – Prevention includes those capabilities necessary to avoid, prevent, or stop a threatened or actual act of terrorism. It is focused on ensuring we are optimally prepared to prevent an imminent terrorist attack within the community. The core capabilities that support the Prevention mission include:
 Planning
 Public Information and Warning
 Operational Coordination
 Forensics and Attribution
 Intelligence and Information Sharing
 Interdiction and Disruption
 Screening, Search, and Detection
Protection – Protection includes the capabilities necessary to secure the homeland against acts of terrorism and manmade or natural disasters. It is focused on actions to protect the citizens, residents, visitors, and critical assets, systems, and networks against the greatest risks to our community in a manner that allows our interests, aspirations, and way of life to thrive. The core capabilities that support the Protection mission include:
 Planning
 Public Information and Warning

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 Operational Coordination
 Access Control and Identity Verification
 Cybersecurity
 Intelligence and Information Sharing
 Interdiction and Disruption
 Physical Protective Measures
 Risk Management for Protection Programs and Activities  Screening, Search, and Detection
 Supply Chain Integrity and Security
Mitigation – Mitigation includes the capabilities necessary to reduce the loss of life and property by lessening the impact of disasters. It is focused on the premise that individuals, the private sector, communities, critical infrastructure, and the community as a whole are made more resilient when the consequences and impacts, the duration, and the financial and human costs to respond to and recover from adverse incidents are all reduced the core capabilities that support the Mitigation mission include:
 Planning
 Public Information and Warning
 Operational Coordination
 Community Resilience
 Long-Term Vulnerability Reduction
 Risk and Disaster Resilience Assessment
 Threats and Hazards Identification
Response – Response includes the capabilities necessary to save lives, protect property and the environment, and meet basic human needs after an incident has occurred. It is focused on ensuring that the community can effectively respond to any threat or hazard, including those with cascading effects, with an emphasis on saving and sustaining lives and stabilizing the incident, as well as rapidly meeting basic human needs, restoring basic services and community functionality, establishing a safe and secure environment, and supporting the transition to recovery. The core capabilities that support the Response mission include:
 Planning
 Public Information and Warning
 Operational Coordination
 Critical Transportation
 Environmental Response/Health and Safety
 Fatality Management Services
 Fire Management and Suppression
 Logistics and Supply Chain Management
 Infrastructure Systems
 Mass Care Services
 Mass Search and Rescue Operations
 On-Scene Security, Protection, and Law Enforcement
 Operational Communications
 Public Health, Healthcare, and Medical Services
 Situational Assessment

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Recovery – Recovery includes the core capabilities necessary to assist communities affected by an incident to recover effectively. It is focused on a timely restoration, strengthening, and revitalization of the infrastructure; housing; a sustainable economy; and the health, social, cultural, historic, and environmental fabric of communities affected by a catastrophic incident.

The core capabilities that support the Recovery mission are:
 Planning
 Public Information and Warning
 Operational Coordination
 Economic Recovery
 Health and Social Services
 Housing
 Infrastructure Systems
 Natural and Cultural Resources

PLANNING ASSUMPTIONS
The organizations described or noted in this EOP 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 the EOP 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 incident. The planning assumptions are as follows:
 Arroyo Grande will be expected to provide for their immediate needs to the extent possible for potentially several days following a catastrophic event, or for at least 24 hours following a location-specific incident. This may include public and private resources in the form of lifeline services.
 Public, private, and volunteer organizations and the public will have to utilize their own resources and be self-sufficient for potentially several days, possibly longer.  In the event of a large-scale incident or event, it may become necessary to establish evacuation centers or shelters for a substantial number of Arroyo Grande residents.  A catastrophic earthquake would adversely impact local government and response capabilities.

Consequently, several local emergencies may be proclaimed.  Communications, electrical power, water lines, natural gas lines, sewer lines, and fuel stations may be seriously impaired following a major incident and may not be fully restored for 30 days or more.
 Transportation corridors will be affected, so only equipment, foodstuffs, supplies, and materials on hand may be available for use during the first several days or more of emergency operations.  Large numbers of medically fragile evacuees may require transportation to/from evacuation centers and shelter locations.
 It is possible that only emergency response personnel on duty at the time of a significant earthquake will be available during the first operational period.

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 Infrastructure damage may limit the number of emergency response personnel available to staff the Arroyo Grande EOC or other incident management organization functions for at least 12 hours.
 In the event of a complex large incident or event, a clear picture regarding the extent of damage, loss of life, and injuries may not be known for well over a day.  County support of City emergency operations will be based on the principle of self-help. Arroyo Grande will be responsible for utilizing all available local resources along with initiating mutual aid and cooperative assistance agreements before requesting assistance from the county per SEMS.
 City emergency planning, policies, strategies, operations, and tactics 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.
 Some evacuees may require specialized medical care found only in a hospital and/or access to medication, refrigeration, mobility devices, or service animals.  The City is charged with care and shelter responsibilities in collaboration with the American Red Cross to ensure evacuation centers and shelters meet the minimum requirements of the Americans with Disabilities Act of 1990 (ADA), as amended (ADAAA), and applicable federal accessibility standards.
 City EOC capabilities may be limited for the first operational period if communication links to other agencies and City departments are impacted.
 Essential City services will be maintained as long as conditions permit.  An emergency will require prompt and effective response and recovery operations by the entire City incident management enterprise, to include emergency services, mutual aid resources, disaster relief and volunteer organizations, the private sector, the elected, executive, strategic, operational, and tactical incident responders, and the whole community.  Because of damage to the transportation infrastructure, out-of-region mutual aid, state and federal resources, and resources from other states may not begin to arrive for several days.  All emergency response staff are trained and experienced in operating under the SEMS/NIMS/ICS protocols and procedures.
 Parts of the entire City may be affected by earthquakes, fires, civil disturbances, utility disruptions, and pandemics.
 The City will retain control of its resources except as otherwise provided by applicable law.

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CONCEPT OF OPERATIONS

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Concept of Operations
The City of Arroyo Grande will assist with identifying potential threats to life, property, and the environment, and then help with securing resources to respond to those threats. These plans and procedures will help to coordinate and support emergency response and recovery activities and will be tested through exercises and validated by the results of actual response. The goal is to maintain a robust incident management organization with strong collaborative ties among governments, community-based organizations, volunteers, public service agencies, and the private sector. The City conforms to, and this EOP complies with, SEMS, NIMS, and ICS guidelines.

NATIONAL RESPONSE FRAMEWORK (NRF)
The NRF is based upon the premise that incidents are handled at the lowest jurisdictional level. In the majority of incidents, state and local resources and interstate mutual aid will provide the first line of emergency response and incident management support. When state resources and capabilities are overwhelmed, Governors may request federal assistance. The NRF provides the framework for federal interaction with state, local, tribal, private sector, and non-governmental entities in the context of domestic incident management to ensure timely and effective federal support.

The NRF is the core operational plan for national incident management and establishes national-level coordinating structures, processes, and protocols that will be incorporated into certain existing federal interagency incident or hazard-specific plans. The NRF is intended to facilitate coordination among local, state, tribal, and federal governments and the private sector without impinging on any jurisdiction or restricting the ability of those entities to do their jobs. The NRF does not alter or impede the ability of first responders to carry out their specific authorities or perform their responsibilities.

The NRF and NIMS are designed to work in tandem to improve the Nation’s incident management capabilities and overall efficiency. Use of NIMS enables local, state, tribal, and federal governments and private-sector and non-governmental organizations (NGOs) to work together effectively and efficiently to prevent, prepare for, respond to, and recover from actual or potential domestic incidents regardless of cause, size, or complexity.

STANDARD EMERGENCY MANAGEMENT SYSTEM (SEMS)
SEMS is required by California Government Code Section 8607(a) for managing response to multi-agency and multi-jurisdiction incidents in California. SEMS incorporates the use of the ICS, the California Master Mutual Aid Agreement, the Operational Area Concept, and multi-agency coordination. Local governments must use SEMS to be eligible for reimbursement of their response-related personnel costs under state disaster assistance programs.

NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
NIMS provides a comprehensive, whole community, whole government approach to incident management for all hazards and integrates existing best practices into a consistent nationwide approach to domestic incident management that is applicable to all jurisdictional levels and across functional disciplines. NIMS is based on a balance of flexibility and standardization that allows government and

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private entities at all levels to work together to manage domestic incidents, regardless of their cause, size, location, or complexity. Five major components make up this system’s approach: preparedness; communications and information management; resource management; command and management; and ongoing management and supporting technologies.

INCIDENT COMMAND SYSTEM (ICS)
A primary component of SEMS and NIMS, ICS is a standardized on-scene emergency management system designed to allow for an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS addresses both organization and process. ICS is used to manage facilities, equipment, personnel, procedures, and communications through a common organizational structure and standardized procedures, per the ICS Field Operations Guide (ICS 420-1, 2016 edition).

INTEGRATING FEDERAL, STATE, AND LOCAL SYSTEMS
Taken together, the NRF, SEMS, NIMS, ICS, and this EOP integrate the capabilities and resources of various governmental jurisdictions, incident management and emergency response disciplines, nongovernmental organizations (NGOs), and the private sector into a cohesive, coordinated, and seamless national framework for domestic incident management. It should be understood that field-level emergency responders, Emergency Operations Center (EOC) staff, department executives, elected officials, and public information officers all have a vital role in successful comprehensive incident management and make up the Incident Management Enterprise. For a complete crosswalk of the Federal Emergency Support Functions (ESFs), State Emergency Functions (EFs), county EOC functions, and local EOC functions, see Appendix B.

PHASES OF EMERGENCY MANAGEMENT
Emergency management functions are generally grouped into the four phases of mitigation, preparedness, response, and recovery. The grouping of emergency management functions is useful for classifying and conceptualizing activities. While useful for targeting efforts and resources, the phases of emergency management are not distinct - activities in each phase often overlap with other phases. For example, recovery projects often include elements of mitigation (i.e., rebuilding structures using current building codes) and response often includes recovery measures (i.e., immediate debris removal). The phases are also cyclical in nature—lessons learned from an incident are applied in preparedness efforts for future emergencies and major disasters. The following sections provide examples of the types of activities that take place in each phase.

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MITIGATION
Mitigation activities occur before, during, and after incidents. Post-disaster mitigation is part of the recovery process. Eliminating or reducing the impact of hazards that exist within the City and are a threat to life and property is part of the mitigation efforts.

Mitigation tools include:
 Detailed plans to mitigate future hazards
 Land use planning
 Local ordinances and statutes (zoning ordinances, building codes, etc.)  Structural measures
 Tax levies or abatements
 Public information and community relations

PREPAREDNESS
Preparedness activities are taken in advance of an emergency to develop operational capabilities, enact protective measures, and enhance effective responses to a disaster. These activities can include emergency/disaster planning, training and exercises, and public education. Citizen Preparedness activities are key elements in this phase and a significant factor in the success of a community in responding to an emergency. Members of the incident management enterprise and local organization develop EOPs, SOPs, and checklists detailing personnel assignments, policies, notification rosters, and resource lists. Personnel are made familiar with these EOPs, SOPs, and checklists through periodic training in the activation and execution of procedures.

The City of Arroyo Grande Emergency Operations Center maintains several contact lists of agencies and personnel critical to emergency operations. The materials are intended to provide Disaster personnel with information and data to support the City's Disaster response efforts. Resource Directory materials include:

1. Emergency Operations Center Communications and Messaging

2. City of Arroyo Grande Executive Team Phone Directory (Confidential Numbers)

3. Reverse 911 System

4. Emergency Alerting System (EAS)

5. Amateur Radio Emergency Services (ARES) Activation Process

6. City of Arroyo Grande Resources

7. County of San Luis Obispo Resources

8. People with Access and Function Needs

9. Senior Care Facilities

10. Evacuation and Repopulation Toolkit
* Note: The Resource Directory materials are tactical and contain information that changes frequently.

RESPONSE
The response phase can be further broken down into three types of response—pre-emergency, immediate, and on-going emergency responses.

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PRE-EMERGENCY RESPONSE (OR CRISIS RESPONSE) If warning mechanisms exist for a particular hazard, then response actions to emphasize protection of life, property, and environment can be anticipated. Typical pre-emergency and crisis response actions may include:
 Alerting necessary agencies and placing critical resources on stand-by  Warning threatened populations of the emergency and appraising them of safety measures to be implemented
 Evacuation of threatened populations to safe areas
 Identifying the need for mutual aid or prepositioning of emergency resources  Proclamation of a Local Emergency
IMMEDIATE EMERGENCY RESPONSE During this phase, emphasis is placed on saving lives and property, attempting to establish and maintain control of the situation, and minimizing effects of the disaster. Immediate response is accomplished within the affected area by local government agencies and segments of the private sector. The primary activities are on scene by first or early responders.

ON-GOING (OR SUSTAINED) EMERGENCY RESPONSE In addition to continuing preservation of life and property operations, mass care, relocation, public information, situation analysis, status, and damage assessment operations may be initiated. Ongoing response usually involves many organizations and the activation of the City EOC.

RECOVERY
At the onset of an emergency, actions are taken to enhance the effectiveness of recovery operations.

Recovery includes both short-term activities intended to return vital life-support systems to operation, and long-term activities designed to return infrastructure systems to pre-disaster conditions. The recovery phase may also include cost recovery activities. The major objectives of the recovery period include:
 Reinstatement of family and community integrity
 Provision of essential public services
 Restoration of private and public property
 Identification of residual hazards
 Preliminary plans to mitigate future hazards
 Recovery of costs associated with response and recovery efforts  Coordination of state and federal public and individual assistance

ACCESS AND FUNCTIONAL NEEDS
The City of Arroyo Grande incorporates access and functional needs considerations into all phases of emergency management, including preparedness, response, recovery, and mitigation. Planning and operations follow the functional needs approach and the principles of whole community planning to ensure equitable access to services, information, and resources for all community members.

The City will conduct emergency preparedness, response, and recovery programs in accordance with Title II of the Americans with Disabilities Act (ADA), Section 504 of the Rehabilitation Act of 1973, and applicable

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state disability access and nondiscrimination requirements. Individuals with disabilities will be provided meaningful access to emergency programs, services, activities, information, evacuation and transportation assistance, sheltering, and recovery services. The City will plan in advance for reasonable modifications, effective communication, auxiliary aids and services, accessible facilities, and other disability-related needs rather than relying solely on accommodations requested during an emergency.

PLANNING PROCESS AND STAKEHOLDER ENGAGEMENT
The City engages community partners, service providers, and stakeholders who represent individuals with access and functional needs and culturally diverse populations in emergency planning activities.

Individuals with disabilities and organizations serving the disability community should also be included, as appropriate, in emergency preparedness training and exercises to identify accessibility barriers and evaluate the effectiveness of emergency plans, procedures, and services. Input from these stakeholders is used to inform evacuation planning, sheltering operations, public information strategies, and recovery services.

ACCESSIBLE ALERTS, WARNINGS, AND PUBLIC INFORMATION
Emergency alerts, warnings, and public information will be disseminated using accessible, understandable, and redundant communication methods designed to provide people with disabilities communication that is as effective as communication provided to others. Methods may include multiple notification platforms, visual and audible alerts, plain-language messaging, multilingual communications as feasible, captioned and audio-supported content, alternative text for digital materials, accessible electronic documents and websites, and personal or door-to-door notification when necessary and operationally appropriate.

The City will coordinate qualified American Sign Language interpreters, captioning, communication access real-time translation (CART), and other appropriate auxiliary aids and services when necessary to provide effective communication. Public information practices will consider the needs of individuals who are deaf or hard of hearing, blind or have low vision, deaf-blind, have speech disabilities, intellectual or developmental disabilities, or other communication-related access and functional needs.

EVACUATION AND TRANSPORTATION
The City will coordinate accessible evacuation and transportation resources for individuals with disabilities and others with access and functional needs. Accessible transportation needs, available public and private transportation resources, and anticipated capability gaps should be identified during preparedness activities whenever practicable.

Evacuation and transportation planning will consider individuals who require mobility assistance, wheelchair-accessible transportation, medical support, assistance related to sensory or cognitive disabilities, or other reasonable modifications. Planning will also account for mobility devices, durable medical equipment, medically necessary supplies, and service animals remaining with evacuees when practicable. When local accessible transportation capabilities are insufficient, additional resources will be requested through the San Luis Obispo County Operational Area in accordance with SEMS.

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SHELTERING
Emergency sheltering operations will provide individuals with disabilities meaningful and equitable access to shelter programs and services. Shelter planning will address physical accessibility, effective communication, functional support services, reasonable modifications, durable medical equipment and assistive technology, disability- and medically-related power and charging needs, service animals, personal assistance services, medication-related needs, and other disability-related accommodations.

Potential shelter facilities should be assessed in advance for accessibility, including accessible routes, entrances, parking, registration areas, restrooms, sleeping areas, common areas, and emergency exits. Identified accessibility barriers and anticipated modifications should be documented as part of shelter preparedness activities. Additional operational requirements are addressed in the City of Arroyo Grande Care and Shelter Annex.

RECOVERY AND REINTEGRATION
Recovery and reintegration activities will address the continuing access and functional needs of individuals with disabilities and will seek to provide equitable access to disaster recovery programs and services. Recovery planning should support continuity or restoration of medical care, personal assistance services, case management, durable medical equipment, assistive technology, service animals, accessible transportation, effective communication, and other services necessary to maintain health, safety, and independence.

Temporary housing, Local Assistance Centers, disaster recovery centers, crisis counseling, public information, and other City-supported recovery programs and services will be provided in accessible locations and formats consistent with applicable disability access requirements. Recovery planning will also consider accessible temporary housing and the accessibility of repair, rebuilding, and community restoration activities.

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ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES

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Organization and Assignment of Responsibilities
SEMS designates five organizational levels—field response level, local government level, OA level, regional level, and state level with each level being activated in a modular component network style as needed.

FIELD RESPONSE
The field response level is where emergency
response personnel and resources, under the
command of an appropriate authority, carry
out tactical decisions and activations in direct
response to an incident, multiple incidents, or
threat. This is the incident level- where the
emergency response begins. SEMS regulations
require the use of ICS at this level of an
incident. Field response agencies are most
often represented by fire, law enforcement,
EMS, and public health, although roads,
airports and parks may be early responders in
the field as well.

LOCAL GOVERNMENT
Local governments include cities/towns,
counties, and special districts. Local
governments manage and coordinate the
overall emergency response and recovery
activities between emergency agencies and
operations centers within their jurisdiction
(such as local EOCs and DOCs). This is the first
coordination level above the field response.

Local governments are required to use SEMS
when their emergency operations center is
activated, or a local emergency is declared.

OPERATIONAL AREA (OA)
The “Operational Area” is conceptual in nature and incorporates the effective incident management collaboration of the various jurisdictions within the boundaries of San Luis Obispo County. In an OA lead entity capacity, the OA lead manages and/or coordinates information, resources, and priorities among local governments and serves as the link between the local government level and the regional level. At this level, the governing bodies are required in SEMS to reach consensus on how resources will be allocated in a major crisis affecting multiple jurisdictions or agencies.

California Government Code, Title 2, Division 1, Chapter 7, Article 9—California Emergency Services Act— defines an operational area as:

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“Each county is designated as an operational area. In a state of war emergency each operational area shall serve as a link in the system of communications and coordination between the state’s emergency operating centers and the operating centers of the political subdivisions comprising the operational area.

The governing bodies of each county and of the political subdivisions in the county may organize and structure their operational area.

An operational area may be used by the county and the political subdivisions comprising the operational area for the coordination of emergency activities and to serve as a link in the communications system during a state of emergency or a local emergency.” (Government Code § 8605)
Additionally, in accordance with California Code of Regulations, Title 19, Division 2, Chapter 1, Article 4— Standardized Emergency Management System — “The county government shall serve as the lead agency of the operational area unless another member agency of the operational area assumes that responsibility by written agreement with County government.” (19 California Code of Regulations § 2409)

OPERATIONAL AREA RESPONSIBILITIES
The implementation of SEMS and NIMS is a cooperative effort of all departments and agencies within the county, cities/towns, and special districts that have an incident management and/or emergency response role. While every jurisdiction is charged with SEMS and NIMS compliance, County OES has the lead responsibility for SEMS and NIMS collaboration, implementation, and planning with responsibilities for:
 Communicating information within the OA on SEMS and NIMS requirements and guidelines  Coordinating SEMS and NIMS training and development among county departments and agencies
 Reporting NIMS compliance to Cal OES and the Department of Homeland Security  Identification of all county departments and agencies involved in field level response  Identification of departments and agencies with an EOC  Coordinating with local jurisdictions and volunteer and private agencies on development and implementation of SEMS and NIMS
 Identification of special districts that operate or provide services within the OA  Determining the emergency role of the OA special districts and making provisions for coordination during emergencies
 Identification of local volunteer and private agencies that have an emergency response role  Determining the emergency role of the OA volunteer and private agencies and making provisions for coordination during emergencies
 All local government staff who may work in the OA EOC, in a DOC, or at the field level will receive appropriate SEMS/NIMS/ICS training as recommended by the Department of Homeland Security. New personnel will be trained as they are hired. To validate preparedness and planning efforts, local governments will develop an exercise program that provides periodic exercises for EOC and DOC personnel under SEMS/NIMS/ICS guidelines

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ARROYO GRANDE EMERGENCY ORGANIZATION
The Arroyo Grande Municipal Code § 8.12.050 establishes that the City Manager is the Director of Emergency Services for the City of Arroyo Grande. This Section empowers the Director of Emergency Services to exercise the powers and duties prescribed under Chapter 8.12 of the Code.

While the Arroyo Grande Municipal Code does not contain a standalone section explicitly titled “order of succession,” the Director of Emergency Services is charged with emergency authority under § 8.12.060 and, consistent with standard emergency management practice, is responsible for ensuring continuity of that role. The City’s emergency response plan and related emergency management documents specify the order of succession to the office of Director of Emergency Services to take effect in the event the Director is unavailable to perform duties during an emergency.

The Director of Emergency Services has identified the following personnel authorized to act in the capacity of Director of Emergency Services:
 City Manager
 Assistant City Manager
 Fire Chief
 Police Chief
 Director of Public Works
 Director of Recreation Services
 Director of Community Development
 Director of Administrative Services
 Director of Legislative and Information Services
 Designated Fire and Police Personnel

ARROYO GRANDE EMERGENCY OPERATIONS CENTER (EOC)
An EOC is a location from which centralized emergency management can be performed during an emergency or disaster. An EOC makes possible a coordinated response by the Director of Emergency Services, emergency management staff, and representatives from agencies and other organizations who are assigned emergency management responsibilities. An EOC provides a central location of authority and information and allows for face-to-face coordination and collaboration among personnel who represent governmental incident management functions/capabilities and must make strategic emergency decisions to ensure incident support and continuity of government.

The EOC is the focal point for communication between field operations and County OES, as well as between the EOC and other local jurisdictions within the county (e.g., cities/towns and special districts).

Position-based SOPs and checklists are followed during an EOC activation. The EOC may be activated by the City Manager, Fire Chief, Police Chief, or their designee, depending on incident conditions. The level of staffing will vary based on the needs of the specific event or incident. Ensuring the EOC is ready to activate at any time is the responsibility of the Director of Emergency Services and is carried out by City staff.

The following activities are performed in the EOC:

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 Information Sharing
 Limited Resource Management
 Support of field response operations
 Receive and disseminate warning information
 Collect intelligence from, and disseminate information to, the various EOC representatives, and, as appropriate, to county, cities/towns, special districts, state and federal agencies  Prepare intelligence/information summaries, situation reports, operational reports, and other reports as needed
 Maintain general and specific maps, information display boards, and other data pertaining to emergency operations and situational awareness
 Ensure Continuity of Government priorities, objectives, and actions are taken  Analysis and evaluation of all data pertaining to emergency operations  Maintain contact and coordination with SLO County EOC, other local jurisdiction EOCs, and the state
 Provide emergency information and instructions to the public, making official releases to the news media and scheduling press conferences, as necessary  Develop emergency policies and procedures in collaboration with senior policy advisory executives
EOC Locations
EOC locations for an emergency event may be adjusted or changed depending on the specific circumstances of the event.

Primary: Arroyo Grande Police Department
200 N. Halcyon Rd.

Arroyo Grande, CA 93420
Secondary: Five Cities Fire Authority Station 1
140 Traffic Way.

Arroyo Grande, CA 93420

EOC Activation Levels
Pursuant to the California Code of Regulations, Title 19, Division 2, Chapter 1, Article 4—Standardized Emergency Management System—SEMS shall be used whenever an EOC is activated.

The number of City staff at the EOC will depend on the level of activation. The person authorizing the activation of the EOC will determine the Level of Activation. The Director of Emergency Services or Deputy Director of Emergency Services may change the activation level throughout the emergency as needed. The levels of activation are:
 EOC LEVEL 1
o A major disaster where local resources are overwhelmed. State and/or federal resources may be required. A local emergency may be proclaimed, and assistance may be requested through the San Luis Obispo County Operational Area. State and

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federal assistance may be requested as conditions warrant. The EOC will be staffed to the highest number of personnel possible or necessary.  EOC LEVEL 2
o A moderate to severe emergency wherein local resources may be insufficient and mutual aid or Operational Area support may be required. A local emergency may be proclaimed as conditions warrant. The EOC will be moderately staffed.  EOC LEVEL 3
o A minor to moderate incident wherein local resources are adequate and available. A local emergency may or may not be declared. The EOC will be minimally staffed.

Note: Upon activation of the City of Arroyo Grande Emergency Operations Center, contact will be established with the San Luis Obispo County Office of Emergency Services (OES).

Level Description Minimum Staffing Requirements
3 (monitor)
 Small incident or event
 One site
 Two or more agencies
involved
 Potential threat of:
o Flood
o Severe storm
o Interface fire
o Escalating incident
 EOC Manager
 Public Information Officer
 Liaison Officer
 Operations Section Chief
2 (Partial)
 Moderate event
 Two or more sites
 Several agencies involved
 Major scheduled event (e.g.,
conference or sporting
event)
 Limited evacuations
 Resource support required
EOC Manager
Public Information Officer
Liaison Officer
Section Chiefs (as required)
Limited activation of other
EOC staff (as required)
1 (Full)
 Major event
 Multiple sites
 Regional disaster
 Multiple agencies involved
 Extensive evacuations
 Resource support required
 EOC Manager
 Policy Group
 All EOC functions and
positions (as required)
EOC Position Training Requirements

FEDERAL/STATE/LOCAL/PRIVATE

SECTOR & NON-GOVERNMENTAL
ORGANIZATION PERSONNEL:

REQUIRED TRAINING:
(Listed in order to be completed)
Disaster Service Worker (DSW)
 IS-700: NIMS, An Introduction (FEMA

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City employees designated as disaster service
workers who respond or support:
 Public Information
 Public Works
 Other emergency management,
response, support, and volunteer
personnel at all levels
 IS-100: Introduction to ICS (FEMA)
First Responders
Emergency Services personnel designated as
First Responders who respond or support:
 Emergency Medical Services
 Firefighting
 Law Enforcement
 IS-700: NIMS, An Introduction (FEMA)
 IS-100: Introduction to ICS (FEMA)
 IS-100: (classroom only) Intro to ICS
 IS-200: (classroom only) Basic ICS for
Initial Responders
Front-line Supervisors
First-line supervisors, including Single
Resource Leaders, Field Supervisors, and
other emergency management/response
personnel who supervise planning, response,
or recovery operations.
 IS-700: NIMS, An Introduction (FEMA)
 IS-800: National Response Framework,
An Introduction
 IS-100: Introduction to ICS (FEMA)
 IS-200: ICS for Single Resources & Initial
Action Incidents (FEMA)
 IS-100: (classroom only) Intro to ICS
 IS-200: (classroom only) Basic ICS for
Initial Responders
EOC Unit Leaders
Required: Mid-level management including
Unit Leaders, Division/Group Supervisors,
Branch Directors, Strike Team Leaders, and
Task Force Leaders who manage supervisors
and/or staff during planning, response, or
recovery operations.
 IS-700: NIMS, An Introduction (FEMA)
 IS-800: National Response Framework,
An Introduction
 IS-100: Introduction to ICS (FEMA)
 IS-200: ICS for Single Resources & Initial
Action Incidents (FEMA)
 IS-100: (classroom only) Intro to ICS
 IS-200: (classroom only) Basic ICS for
Initial Responders
 ICS-300: (classroom only); Intermediate
ICS
 IS-2200: Basic Emergency Operations
Center Functions
 G-0191: Emergency Operations
Center/Incident Command System
Interface

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EOC Command Staff
Required: Incident, Unified, and Area
Command Staff including Incident Commander,
Safety Officer, Liaison Officer,
Public Information Officer, Intelligence
Officer, their Deputies and Assistants;
Operations, Planning, Logistics, and
Finance/Administration Section Chiefs;
select department heads with Emergency
Operations Center or Multi-Agency
Coordination System management
responsibilities.

Recommended: Emergency Operations
Center (EOC) Managers and Multi- Agency
Coordination System (MACS) Managers
 IS-700: NIMS, An Introduction (FEMA)
 IS-800: National Response Framework,
An Introduction
 IS-100: Introduction to ICS (FEMA)
 IS-200: ICS for Single Resources & Initial
Action Incidents (FEMA)
 IS-100: (classroom only) Intro to ICS
 IS-200: (classroom only) Basic ICS for
Initial Responders
 ICS-300: (classroom only); Intermediate
ICS
 ICS-400: (classroom only); Advanced
ICS
 IS-2200: Basic Emergency Operations
Center Functions
 G-0191: Emergency Operations
Center/Incident Command System
Interface
 E-2300: Intermediate Emergency
Operations Center Functions

OBJECTIVES
The overall objective of emergency management is to ensure effective government preparedness, mitigation, response, and recovery for situations associated with natural disasters, terrorist attacks, technological incidents, and national security emergencies. To carry out its responsibilities, the City EOC organization will accomplish the following objectives during a disaster/emergency:
 Support and coordinate emergency response and recovery operations  Provide an active presence of the City Manager, or designee, in setting objectives, establishing priorities, and making decisions that affect City government and the public  Coordinate and work with appropriate federal, state, and other local government agencies, as well as applicable segments of private sector entities and volunteer agencies to assess situation status, monitor resource needs, and coordinate requests for resources from outside agencies and jurisdictions
 Establish priorities and resolve conflicting demands for support or scarce resources  Ensure Continuity of Government priorities, objectives, and actions are taken  Prepare and disseminate information to alert, warn, and inform the public  Collect and disseminate damage and other essential data about the situation  Fulfill obligations for intelligence gathering and information flow as described in SEMS and other guidelines
 Provide logistical support for the emergency response where appropriate and requested  Oversee and manage activities incurring costs and expenditures  Collect records needed for successful cost recovery

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Emergency Operations Center Position Assignments
The following section outlines position assignments for the Incident Leadership Organization members. The assignments are made corresponding to position within the regular City of Arroyo Grande Disaster Leadership Organization Chart by position only. Members of the City Disaster Leadership Organization that are appointed to the Emergency Operations Center shall be made aware of their assignment and offered special training for their incident management function. These assignments are recommendations only. Any person familiar with the Incident Command System may be used to fill positions that are deficient on personnel, especially in the early stages of an incident.

EOC POSITION STAFF ASSIGNMENT

COMMAND STAFF
EOC Director City Manager
EOC Deputy Director Fire Chief or Police Chief
Public Information Officer Director of Legislative & Information Services/City Clerk  Media Center; Social Media Deputy City Clerk/Communications Coordinator; Executive Assistant (back-up)
 Rumor Control Director of Legislative & Information Services/City Clerk Liaison Officer Assistant City Manager
Legal Affairs City Attorney
Safety Officer Human Resources Officer

OPERATIONS SECTION
Operations Section Coordinator Fire Chief or Battalion Chief Fire and Rescue Branch Fire Battalion Chief or Captain
Law Enforcement Branch Police Commander
Medical/Health Branch Fire Representative
 Emergency Medical Unit Fire Representative
Care and Shelter Branch Director of Recreation Services Animal Care & Welfare Branch Recreation Supervisor
Public Works/Construction/Engineering Branch Public Works Director / City Engineer  Damage/Safety Assessment Unit Public Works Manager
 Public Works Unit Public Works Manager
 Utilities Unit Utilities Manager

PLANNING SECTION
Planning Section Coordinator Community Development Director Situation Status Unit City Engineer
Advanced Planning Unit Planning Manager
Documentation Unit Associate Planner
Resource Tracking Unit Building Division
 Check-in Human Resources
Demobilization Unit Community Development Director
GIS Mapping Unit Leader Assistant Planner
Technical Specialist Unit Leader City Engineer
Damage Assessment Unit Leader Building Official

LOGISTICS SECTION

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Logistics Section Coordinator Capital Improvement Project Manager Communications Branch IT Manager
 Communications Unit IT Technician
 Information Systems Unit IT Technician
Transportation Unit Fleet Maintenance
Personnel Unit Fire Department, with support from Human Resources Supply / Procurement Unit Recreation Coordinator
Facilities Unit Public Works

FINANCE / ADMINISTRATION SECTION
Finance Section Coordinator Administrative Services Director Time Keeping Unit Administrative Services
 Equipment Time Recorder Administrative Services
 Personnel Time Recorder Administrative Services
Cost Accounting Unit Finance Manager
Comp / Claims Unit Human Resources Officer
Cost Accounting Unit Leader Finance Manager
Purchasing Unit Administrative Services
Recovery Unit Administrative Services
Emergency Operations Center Organization
The diagram below represents the current EOC organizational structure.

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EOC DEACTIVATION
Deactivation of the City EOC occurs upon order of the EOC Director based on incident status. Deactivation may occur through a gradual decrease in staffing or all at once. EOC responders must follow applicable deactivation procedures as directed by the EOC Director and as identified in the EOC position-specific checklists.

REGION
Because of its size and geography, the state has been divided into three administrative regions, each with an EOC, to include the Southern, Coastal, and Inland regions. San Luis Obispo County is in the Southern Region. Additionally, the state has been divided into six mutual aid regions. San Luis Obispo County resides in Mutual Aid Region One. The Regional Emergency Operations Center (REOC) prioritizes requests and provides support to the OAs in their region. This is to provide for more effective application and coordination of mutual aid and other related activities.

STATE
The State Operations Center (SOC) is located in Sacramento at the Cal OES headquarters. Cal OES manages state resources in response to the emergency needs of the other levels. The state also serves as the coordination and communication link between the state and the federal disaster response system.

ADDITIONAL SUPPORT AND PLANNING ORGANIZATIONS
The groups, committees, and organizations identified below all participate in ensuring the county’s preparedness to respond to emergencies and disasters.

DISASTER SERVICE WORKERS (DSWS)
The Disaster Service Worker Volunteer Program (DSWVP) was created as the result of legislation to provide workers’ compensation benefits to registered Disaster Service Worker (DSW) volunteers who are injured while participating in authorized disaster-related activities, including pre-approved training. Disaster service, as defined for the Program, is designed to aid in the response and recovery phases in a disaster or emergency. It does not include the day-to-day emergency response activities typically associated with, for example, law enforcement, fire services or emergency medical services.

The Program also provides limited immunity from liability.

All public employees are designated Disaster Service Workers pursuant to California Government Code §3100 and may be assigned duties in support of emergency response and recovery operations.

In the event of an emergency, the expectation is that City employees will secure their own homes and families and then, if they are instructed, they will return to the City to assist in response activities.

Continuity of government services is critical during disasters, and City employees will play an important role in maintaining the services necessary for the community to recover from a disaster.

Additionally, volunteers may register with the City through designated Emergency Volunteer Centers

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(EVC) on an as-needed basis in an emergency to be designated DSWs and fill important roles in the overall response effort. Volunteer DSWs may include:
 Community Emergency Response Team (CERT) members
 Amateur radio operators
 Other volunteers
Community Emergency Response Team (CERT)
The San Luis Obispo County CERT team consists of members whose primary role is to teach CERT courses and who are available to be utilized as City volunteers when additional help is needed. The CERT program is separated into two components: public education and response team.

The CERT program educates community members about disaster preparedness for hazards that may impact their immediate area and trains them in basic disaster response skills such as: fire safety, light search and rescue, team organization, and disaster medical operations.

Using classroom and simulation-based education, CERT members can assist others in the neighborhood or workplace immediately following an event when emergency responders may not be immediately available to help. More information can be found at https://sloregionalcert.org.

AMATEUR RADIO EMERGENCY SERVICES/RADIO AMATEUR CIVIL EMERGENCY

SERVICES (ARES/RACES)
San Luis Obispo County has trained Amateur Radio operators, registered with their respective City/Town and/or County ARES/RACES organization. Local ARES/RACES radio operators are a primary source of initial damage assessment in any significant incident. They respond immediately to any obvious incident with assessment of their local area and report to the County radio personnel at the City EOC.

DISASTER COUNCIL
The Arroyo Grande Disaster Council is established under Arroyo Grande Municipal Code §

8.12.030 and is chaired by the City Manager in his or her capacity as Director of Emergency Services.

Pursuant to Municipal Code § 8.12.040, the Disaster Council is empowered to develop and recommend for adoption by the City Council emergency and mutual aid plans and agreements, as well as such ordinances, resolutions, rules, and regulations as are necessary to implement those plans and agreements. The Disaster Council shall meet upon the call of the chairperson or, in the chairperson’s absence or inability to act, upon the call of the vice chairperson.

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DIRECTION, CONTROL, AND COORDINATION

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Direction, Control, and Coordination
The emergency response is coordinated under SEMS, 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 and ensure continuity of government when an incident threatens government services, requires additional resources beyond the capacity of the responding agency, or when resources exceed those available from within the jurisdiction. Communications between the field response and the EOC are established when the EOC is activated in support of field operations. Each local government’s EOC will establish communications with the OA EOC, and the OA EOC will communicate with the state through the REOC.

DIRECTION AND CONTROL INTERFACE
In a major emergency, a local jurisdiction EOC might be activated to coordinate and support the overall response. Personnel who are part of a field-level emergency response will utilize ICS to manage and direct on-scene operations. Tactical management of responding resources is always under the leadership of the on-site Incident Commander (IC) at the Incident Command Post (ICP). In some jurisdictions, ICs may report or communicate directly to the local EOC, usually to their counterpart in the operations section.

During multiple-incident situations within the City, an area command may be established to provide for the IC’s at separate locations. Unified Command is an application of ICS and may be established at the field response level when more than one agency has jurisdictional responsibilities. Agencies work together through the designated members of the Unified Command to establish their designated IC’s at a single ICP. Under Unified Command, entities develop a common set of objectives and strategies that provide the basis for a single Incident Action Plan.

OPERATIONAL AREA COORDINATION AND COMMUNICATION
As outlined in the City Emergency Operations Plan, coordination and communication should be established between the City EOC and the County EOC. Common communications modalities to the cities/towns from the County EOC include, but are not limited to, landline telephone, fax, cell phone, satellite phone, computer networks, amateur radio, and low-band EOC to EOC radio. The County's responsibilities involve coordinating with the City and other organizations to support field-level emergency response personnel, ensuring continuity of government, and issuing orders to protect and inform the public.

When an incident occurs and Arroyo Grande activates the EOC and requests County EOC support, or other cities have proclaimed a local emergency, the County is required under SEMS to activate the County EOC.

The County EOC then becomes the focal point for information sharing and dissemination and supports or arbitrates requests by cities within the County.

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EMERGENCY OPERATIONS CENTER NOTIFICATION
The City of Arroyo Grande should maintain a roster of pre-identified/appointed City EOC staff and will notify those personnel to report to the EOC using the appropriate system. The EOC staff list includes city department representatives and agency representatives who are part of each SEMS (and NIMS compliant) EOC section—management, operations, plans and intelligence, logistics, and finance and administration.

The list will be utilized when directed by the Director of Emergency Services or designee activates the EOC. The Director of Emergency Services or designee will determine what positions of the City EOC will initially be staffed and requested to report. The EOC responders list includes:
 Employees from City departments with appropriate authority and expertise  Representatives from outside agencies including:
 Other government agencies
 Private sector organizations
 Volunteer organizations

COORDINATION WITH OTHER LEVELS OF GOVERNMENT
The City has identified the jurisdictions, special districts, private non-profit (PNP) organizations, and volunteer agencies within the geographical boundaries of Arroyo Grande that may have an emergency response role during an emergency or disaster. Their emergency roles have been identified and provisions for coordination with each of them have been made. The City will also work with the county to request state and federal agencies that have emergency responsibilities to ensure they are integrated into the coordination of emergency operations as appropriate.

COORDINATION WITH NON-PROFIT AND VOLUNTEER ORGANIZATIONS The City recognizes the valuable assistance and resources provided by NGO partnerships and the importance of organizations that perform voluntary services in the community. As a result, the City continues to cultivate relationships with PNP (Private Non-Profit) organizations and has established an extensive trained volunteer base to support emergency response operations within the City. The City EOC will generally be a focal point for coordination of response activities with many PNPs and volunteer groups.

Private non-profit agencies and volunteer groups that have a key response role may have representatives at the City EOC. For example, American Red Cross personnel may be part of the staff for the City EOC Care and Shelter Branch. City EOC staff may work closely with various other agencies to facilitate coordination with numerous NGOs involved in emergency response and recovery efforts within communities across the City.

During an emergency, the EOC may establish communication with PNP agencies and volunteer groups such as Volunteer Organizations Active in Disaster (VOAD) through an agency representative, volunteer coordinator, County OES, or other authorized personnel. Coordination, activation, and deployment of these members may be incident-driven and will follow the appropriate organization response guidelines that have been established for the specific PNP organization or volunteer group.

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When the City uses contractors, nonprofit organizations, volunteer organizations, mutual-aid partners, or other third parties to provide emergency programs or services on behalf of the City, those services will be coordinated consistent with applicable disability access and nondiscrimination requirements. The use of a third-party organization does not relieve the City of its responsibility under Title II of the ADA or Section 504 to ensure meaningful access to City-sponsored emergency programs, services, and activities. The City will communicate applicable accessibility requirements to partner organizations and incorporate accessibility considerations into agreements, operational coordination, and service delivery as appropriate.

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INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION

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Information Collection, Analysis, and Dissemination
A primary objective of the City EOC is the timely gathering of accurate, accessible, and consistent information during an emergency and sharing vetted intelligence to ensure coordinated, timely emergency response and continuity of government. Status boards and other technologies for tracking emergency activities may be utilized. Situation reports create a common operating picture and will be used to inform the operational objectives, 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 responding agencies.

The flow of situation reports among the levels of government should occur as follows:
 Field-level reports disseminated to the local EOC
 The City EOC provides a jurisdictional situation report to the County EOC based on field reports and EOC activities and intelligence

INFORMATION COLLECTION AND MANAGEMENT TOOL
An Information Collection and Management Tool is used in EOCs to accomplish the objective of timely gathering of accurate, accessible, and consistent information during an emergency. Every emergency event is unique, as such the Information Collection and Management Tool should be tailored to fit the circumstances and particular needs demanded by individual incidents.

At a minimum, every Information Collection and Management Tool should include the following information elements:

Essential Element of Information (e.g. boundaries of the disaster area, access points to the disaster area, jurisdictional boundaries).

Specific Information Requirement in support of an Essential Element of Information (e.g. traffic control points, safe routes, special permits required to access the disaster area).

Proposed Method or Source that could be used to obtain the Specific Information Requirement (e.g. field operation reports, GIS, reconnaissance).

Responsible Element, Section, or Agency identifies the responsible party tasked with collecting the specified information (e.g. EOC Operations Section, EOC Plans Section).

Deliverable Product specifies the mechanism the Responsible Element, Section, or Agency utilizes to relay a particular Specific Information Requirement (e.g. ICS Form 209, EOC Action Plan, incident map).

Collection Suspense or Schedule defines the reporting frequency for each Specific Information Requirement (e.g. daily, hourly, status change).

Distribution Requirement identifies the position, personnel, agency, or organization receiving the most up-to-date information in accordance with the Collection Suspense or Schedule (e.g. all EOC Section Chiefs, the REOC).

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CRISIS COMMUNICATIONS AND PUBLIC INFORMATION

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Crisis Communications and Public Information
Per NIMS, public information is coordinated and integrated across jurisdictions and functional agencies; among Federal, State, local, and tribal partners; and with private-sector entities and non-governmental organizations. In order to effectively ensure timely and accurate public information and alert and warning messages are disseminated systems, structures, plans, policies, and equipment must be developed and identified to accomplish these tasks.

JOINT INFORMATION SYSTEM (JIS)
The Joint Information System (JIS) provides the mechanism to organize, integrate, and coordinate information to ensure timely, accurate, accessible, and consistent messaging across multiple jurisdictions and/or disciplines with nongovernmental organizations and the private sector. It includes the plans, protocols, procedures, and structures used to provide public information.

The JIS structure is used for ensuring that:
 Public Information Officer (PIO) functions are coordinated and integrated.  A structure and system for developing and delivering coordinated interagency messages is provided.
 Public information plans and strategies on behalf of the incident management leadership can be developed, recommended, and executed.
 Leadership is effectively advised on public affairs issues that could affect a response effort, and rumors and inaccurate information that could undermine public confidence are controlled and managed.

Federal, State, tribal, territorial, regional, or local Public Information Officers and established Joint Information Centers (JICs) are critical supporting elements of the JIS. A robust and competent jurisdictional JIS is integral to an effective and comprehensive incident management capability.

JOINT INFORMATION CENTER (JIC)
The Joint Information Center (JIC) is:
 A central location that facilitates operation of the Joint Information System.  A location where personnel with public information responsibilities perform critical emergency information functions, crisis communications, and public affairs functions.

JICs may be established at various levels of government or at incident sites or can be components of Multiagency Coordination (MAC) Systems (e.g., MAC Groups or EOCs). A single JIC location is preferable, but the system is flexible and adaptable enough to accommodate virtual or multiple JIC locations, as required.

EOC COMMUNICATION SYSTEMS
The City EOC is equipped with multiple redundant communication modalities allowing the sharing of situational awareness, resource status, raw intelligence and data, and alert and warning. The

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communication capabilities are routinely reviewed and updated as technology advances. Current communication resources in the City EOC include, but are not limited to:
 Cell phones
 County Emergency Alert System (EAS)
 Fax machines
 Internet enabled computers
 Land-line based phones
 Satellite phones
 Radio systems
 ARES/RACES amateur radio
 Public safety frequencies (i.e., law, fire, EMS)
 Government frequencies (department/agency radios)

PUBLIC AWARENESS AND NOTIFICATION SYSTEMS
During an emergency, the City of Arroyo Grande is responsible for the dissemination of information to the public. Public Information Officers (PIOs) disseminate emergency instructions and critical information to affected audiences—including governments, media, and the public—to provide messages that are accessible to all sectors of the community. Several county departments, as well as PIOs from cities/towns, special districts, PNP organizations, and private companies share in the responsibility for disseminating complete, coordinated, and correct information to the public.

Various systems are in place for disseminating warnings and emergency information to the public which are described below:

ALERTSLO is an alerting system that will provide important information, such as severe weather, major highway closures, planned power outages, or other emergency related information. Although this system will also be utilized if protective action orders and warnings are issued, the system will focus on lower-level emergency related information. These messages are sent by the Office of Emergency Services to registered devices, cell phones, or email alerting them of important emergency-related information.

EMERGENCY ALERT SYSTEM The Emergency Alert System (EAS) is a national public warning system that requires radio and TV stations to broadcast emergency information provided by local, state, and federal officials. During an emergency, local officials could activate the EAS to provide emergency information and actions necessary to the public over local radio and TV stations.

Local radio and TV stations are an effective way to stay tuned to emergency information. It is essential to have battery-powered devices, such as a battery-operated radio to stay tuned during power outages. The Emergency Alert System is tested on the first Thursday of every month.

EARLY WARNING SYSTEM SIRENS The San Luis Obispo County Early Warning System (EWS) sirens are located throughout the Emergency Planning Zone (EPZ). Although the siren system was installed as one of the requirements related to the operation of Diablo Canyon Power Plant, the sirens can be used for any local emergency where there is a need for the public to act. When activated, the sirens will sound for three minutes. The sirens are an indication that the Emergency Alert System (EAS) has

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been activated, and emergency information will be provided on local radio and television stations. Go indoors and tune to a local radio or television station.

WIRELESS EMERGENCY ALERT (WEA) Wireless Emergency Alerts (WEA) are emergency alert messages like text messages that are sent to WEA-enabled cell phones in the vicinity of an emergency that requires the public to act. The alerts include a unique sound and vibration.

Wireless Emergency Alerts is one of the public alert and notification systems that San Luis Obispo County officials can use to alert the public of an emergency. WEA is part of a nationwide system that not only allows local officials to provide emergency alerts but also enables certain state and federal officials to activate the system. Currently the system can be activated by local emergency officials, the National Weather Service for severe weather events, the CHP for AMBER alerts, and the President of the United States for times of national crisis.

The WEA system is capable of delivering alerts and notifications to cell phones within a geographic area without the cell phone being registered with the local alerting system. Best practice is to have the local Public Safety Access Point (PSAP/Dispatch) be the primary point of contact for dissemination of time sensitive alert and warning messages.

WEA’s look like text messages but are designed to get your attention with a unique sound and vibration repeated twice. WEAs are no more than 360 characters and include the type and time of the alert, any action you should take and the agency issuing the alert. WEAs are not affected by network congestion and will not disrupt texts, calls or data sessions that are in progress.

SHERIFF’S ALERT (REVERSE 911) San Luis Obispo County Public Safety Agencies are able to inform the public of an emergency by utilizing an emergency telephone notification system.

This alerting system is used to provide emergency information regarding law enforcement or security related events, including evacuations and shelter in place. Sheriff's alerts are sent to landlines (automatically in the system) and cell phones (if registered) providing emergency information and instructions.

Emergency officials can notify residents and businesses in a designated area of an emergency and actions they may need to take. Emergency alert notifications may include evacuations, shelter-inplace requests, high-risk missing persons, and are primarily used to provide urgent security or protective action orders.

The system is managed by the San Luis Obispo County Sheriff’s Office and can be used county wide.

NOAA WEATHER RADIO Emergency alert radio signals are not accessible over AM/FM radios but are received by NOAA Weather Radios. Weather alert radios can be used to alert the public of other serious emergencies, not just weather events.

Working with the Federal Communication Commission’s (FCC) Emergency Alert System, National Weather Radio (NWR) is an “all hazards” radio network, making it your single source for comprehensive weather and emergency information. In conjunction with Federal State, and Local Emergency Managers and other public officials, NWR also broadcasts warning and post-event

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information for all types of hazards – including natural (such as earthquakes), environmental (such as chemical releases or oil spills), and public safety (such as AMBER alerts or 911 telephone outages).

NWR is provided as a public service by the National Oceanic and Atmospheric Administration (NOAA), part of the Department of Commerce, NWR includes more than 1000 transmitters, covering all 50 states. NWR requires a special radio receiver or scanner capable of picking up the signal. Broadcasts are found in the VHF public service band at these seven frequencies (MHz):

162.400 162.425 162.475 162.450 162.500 162.525 162.550 ADDITIONAL ALERTING PLATFORMS In addition to the above-mentioned platforms for disseminating warnings and emergency information, Arroyo Grande residents can obtain emergency information from any of the following platforms:
 AM/FM Radio Stations
 Designated City website (https://www.arroyogrande.org)  Early Warning Sirens (EWS)
 Emergency Broadcast Messages over the Emergency Alerting System (EAS)  Local Network Television Stations
 My AG phone application (iPhone app)
 Public Information Boards
 ReadySLO.org
 Sheriff Alert Reverse 911
 Social Media accounts
 Wireless Emergency Alert (WEA)
 www.emergencyslo.org (Evacuation / Shelter in Place Information)

PUBLIC AWARENESS AND EDUCATION
The public’s response to any emergency is based on their understanding of the nature of the emergency, the potential hazards, the likely response of emergency services, and knowledge of what individuals and groups with or without access and functional needs should do to increase their chances of survival and recovery. Individuals caring for the elderly, children, or pets also need an increased understanding of their specific situation as it pertains to disaster preparedness.

The City of Arroyo Grande makes emergency preparedness information available to the residents of Arroyo Grande at www.arroyogrande.org.

The City utilizes the following mediums for distributing incident management and preparedness information to the public and partnering stakeholders:

The City of Arroyo Grande Website:
https://www.arroyogrande.org
The City of Arroyo Grande Updates Facebook Page:

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https://www.facebook.com/cityofarroyogrande/
The Five Cities Fire Authority X feed:
https://x.com/5CitiesFirePIO

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FINANCE AND MUTUAL AID

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FINANCE CONSIDERATIONS
Effective disaster financial management is critical for successful response and recovery. It allows the City and EOC Management to forecast the need for additional funds before operations are negatively affected.

The Finance and Administration Section may need to monitor cost expenditures to ensure applicable statutory rules are met as the City obtains the resources needed to support the community, increase the efficiency of recovery efforts, and reduce the likelihood of audits and financial penalties.

Close coordination with the Planning and Intelligence Section and the Logistics Section is essential to reconcile operational records with financial documents. Fiscal and grant regulations are strict and apply to all jurisdictions, regardless of size, so it is imperative that all jurisdictions have robust, scalable, flexible, and adaptable disaster financial management plans and processes in place pre-disaster for all types of incidents. Because of the flexible nature of SEMS, NIMS, and ICS, in some cases, only one or a few specific functions may be required.

Obtaining federal and state assistance requires the City to collect and retain a broad range of original documents that clearly demonstrate that they were used for the disaster/emergency, including:
• Employee timecards showing hours (regular and overtime) worked and which indicate the type and location (GPS locations are preferred) of the work. • Use of City-owned equipment supported by equipment identification, dates, and number of hours used each day, location (GPS locations are preferred), and purpose for using the equipment. • Use of City-owned supplies supported by a reasonable basis for determining costs, why the material was necessary, and the location (GPS locations are preferred) where the material was used.
• Purchases of material are supported by invoices showing quantity, description, unit cost, where (GPS locations are preferred), when, and how the material was used. • Rental of equipment supported by invoices identifying the type and description of equipment, rate per hour indicating with or without operator, dates and hours used each day, where (GPS locations are preferred) and why the equipment was used. • Invoices for work performed by contract must provide a detailed breakdown of cost, where (GPS locations are preferred), when and why the work was performed. If a contractor provides different types of services, i.e. debris removal and repair work, each category of work should be invoiced separately.

The above records and documentation must be retained for AT LEAST THREE YEARS from the date of final settlement of the claim. All such records should be forwarded to the Cost Recovery Unit for audit followup.

The Finance/Administration function will operate under the following policies during a qualifying incident/event as the situation dictates:
 The Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) will be followed
 All existing City and departmental fiscal operating procedures will be adhered to unless modified by the City Council or the EOC Director
 For incident/events that render the accounting systems either inaccessible or unusable for any period of time, appropriate personnel will be on an operational period, as determined by the EOC Director. This may be a period of 12 hours

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The Finance/Administration Section’s primary responsibility is to maintain, to the greatest extent possible, the financial systems necessary to keep the City functioning during an incident or crisis of any size or type.

These systems include, but are not limited to:
 Claim processing
 Cost recovery documentation
 Payments
 Payroll
 Revenue collection
The function also supervises the negotiation and administration of vendors and supply contracts and procedures in collaboration with the incident management procurement functions.

The extent and complexity of the incident or crisis will determine the extent to which the Finance/Administration function will mobilize. For some incidents/events, only part of the section may need to be engaged. In larger, more complex incidents, the entire function will likely engage.

The Finance/Administration Section’s function acts in a support role in all incidents/events to ensure that all required records are preserved for future use and FEMA filing requirements through maintenance of proper and accurate documentation of all actions taken.

To carry out its responsibilities, the Finance/Administration Section’s function will accomplish the following during a disaster/emergency:

For incidents/events where the City’s computer systems and bank are accessible and usable:
 Notify the other parts of the incident management organization and City departments that incident management accounting procedures will be initiated and used for the event  Determine (in collaboration with technical staff) the extent to which the City’s computer systems are accessible and/or usable
 Determine if the City’s banking institutions can continue handling financial transactions  Inform the incident management organization and City departments that the payroll and payments processing will be handled on a "business-as-usual" basis, except that incident management accounting procedures will be used for incident/event-related costs  Disseminate information about the incident management accounting procedures to other sections and departments as necessary
 Upon proclamation or declaration of a disaster by the State and/or Federal Governments, coordinate to initiate the recovery process of the City’s costs  Coordinate with the other sections and departments on the collection and documentation of costs pertaining to the incident/event
 Coordinate with the State and Federal disaster assistance agencies for the required inspections, documentation, audits, and other necessary work in order to recover costs For incidents/events where the City’s computer systems and/or banking institutions are either inaccessible or unusable
 Notify the other parts of the incident management organization and City departments that incident management accounting procedures will be initiated and used for the event  Determine (in collaboration with technical staff) the extent to which the City’s computer systems are accessible and/or usable
 Determine if the City’s banking institutions can continue handling financial transactions

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 Inform the incident management organization and City departments that payroll and payments will be on hold for a short time and that processing will continue on a normal basis as of a specified date
 Activate other Finance/Administration functions as necessary  Maintain, as best possible, the financial continuity of the City (payroll, payments, and revenue collection)
 Disseminate information about the incident management accounting procedures to other sections and departments as necessary
 Upon proclamation or declaration of a disaster by the State and/or Federal Governments, coordinate with those agencies to initiate the recovery process of the City’s costs  Coordinate with the other sections and departments on the collection and documentation of costs pertaining to the incident/event
 Coordinate with the State and Federal disaster assistance agencies for the required inspections, documentation, audits, and other necessary work in order to recover costs

MUTUAL AID
The foundation of California's emergency planning and response is a statewide mutual aid system, which is designed to ensure adequate resources, facilities, and other support are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation. The basis for the system is the California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA).

The MMAA was developed in 1950 and has been adopted by the state, all 58 counties, and most incorporated cities in the state. The agreement creates a formal structure wherein each jurisdiction retains control of its own facilities, personnel, and resources, but may also receive or render assistance to other jurisdictions within the state. State government is obligated to provide available resources to assist local jurisdictions in emergencies. It is the responsibility of the local jurisdiction to negotiate, coordinate, and prepare mutual-aid agreements.

Mutual-aid agreements exist for:
 Law Enforcement
 Fire Services
 Emergency Medical Services
 Emergency Management
 Public Utilities
 Building Inspectors
 Coroner
 Transit Operators

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MUTUAL AID SYSTEMS
The California statewide mutual aid system is established under the California Disaster and Civil Defense Master
Mutual Aid Agreement and is integrated within the
Standardized Emergency Management System and the
National Incident Management System. It provides for the progressive mobilization of resources among local
governments, Operational Areas, mutual aid regions, and the state when local capabilities are exceeded. Mutual aid requests are initiated by the affected jurisdiction and coordinated through the SEMS organizational structure.

The statewide mutual aid system consists of disciplinespecific mutual aid systems, including fire and rescue, law enforcement, coroner, and emergency management.

These systems operate through local, Operational Area,
regional, and state levels consistent with SEMS and NIMS.

SEMS integrates mutual aid into a unified framework for coordination, prioritization, and accountability and does not replace existing mutual aid agreements.

Fire agencies in San Luis Obispo County participate in countywide mutual aid agreements to support incidents that exceed local capabilities. When local and county resources are insufficient, fire resources may be requested through the fire and rescue mutual aid system under SEMS escalation procedures and the Master Mutual Aid Agreement. Requests for non-fire and non-law enforcement resources outside local capabilities are made through the County Emergency Operations Center.

During large or complex incidents, Multi-Agency Coordination structures may be established at the local, Operational Area, regional, or state levels to support incident prioritization, allocation of scarce resources, and information coordination. These activities are conducted in accordance with the 2022 California Statewide Multi-Agency Coordination System Guide.

SPECIAL MUTUAL AID CONSIDERATIONS FOR TERRORISM INCIDENTS Terrorism incidents require response by law enforcement at many levels and require crime scene management. As such, the information flow, command structure, and mutual aid processes can be different from those in the management of other emergency situations.

A terrorist activity emergency has its own unique threat and crisis characteristics and must be dealt with in accordance with its magnitude and with an appropriate level of response. Plans and procedures have been created, exercised, and revised for both the most likely and worst-case scenarios.

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MUTUAL AID AUTHORITIES, PLANS, AND GUIDANCE DOCUMENTS
Mutual-aid assistance may be provided under one or more of the following authorities:
 California Fire Service and Rescue Mutual Aid Plan
 California Law Enforcement Mutual Aid Plan
 California Master Mutual Aid Agreement (MMAA)
 California Medical Mutual Aid Plan
 California Statewide Multi-Agency Coordination System Guide  Coroner Mutual Aid Plan
 Emergency Managers’ Mutual Aid Plan
 Public Works MMA

RESOURCE MANAGEMENT
It is state policy that resource requests for emergency response and disaster repair and restoration be entered into by the lowest level of government. When local City resources are exhausted and additional resources are required, resource requests will follow an established process for ordering, tracking, mobilizing, and demobilizing.

Maintenance of resources is important throughout all aspects of resource management. Maintenance prior to deployment ensures their availability and capability. Maintenance during the deployment phase ensures continued capabilities (e.g., ensuring adequate fuel supplies during use). Post-operational inspection and maintenance ensure future availability.

INTEGRATION OF MUTUAL AID RESOURCES
In order to receive County, State, and federal resources, coordination needs to be done through the County EOC and field-level command structures. The discipline-specific OA Mutual Aid Coordinators will be in charge of tracking requests for equipment, resources, and manpower under existing mutual aid protocols. The requesting agencies are responsible for reporting to OA EOC the number and status of resources deployed on a mission on a daily basis. Resources requested through the City EOC will be done following the prescribed resource requesting process below:

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Resource typing of equipment will be handled by individual disciplines—law, fire, EMS, public works, and others—under the guidance issued by County OES regarding NIMS implementation.

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PLAN DEVELOPMENT AND MAINTENANCE

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Plan Development and Maintenance

PLAN DEVELOPMENT
This City of Arroyo Grande Emergency Operations Plan (EOP) was developed using a whole community approach and with consideration of FEMA Comprehensive Preparedness Guide 101, Version 3.1 (2025):

Developing and Maintaining Emergency Operations Plans (CPG 101). Additionally, the current National Incident Management System (NIMS), the 2024 Cal OES Emergency Plan Review Crosswalk, and current incident management practices were reviewed and considered in an effort to address common issues and systemic operational hindrances. Annexes to the EOP are further developed in a whole community approach to augment this foundational document. Annexes are composed of major functional activities, as well as specific hazard topics that present unique or complex considerations that require more elaborate planning. A complete list of current and additional planned annexes is provided in Appendix C.

PLAN MAINTENANCE
This Plan, in its entirety, will be reviewed, maintained, and updated on a 1-year review and 5-year revision cycle by the Fire Chief or designee. The Plan sets objectives and policy for the City, and therefore changes require the approval of the City of Arroyo Grande Disaster Council.

This EOP may be modified as a result of post-incident analyses and/or post-exercise critiques. It may also be modified if responsibilities, procedures, laws, rules, or regulations pertaining to emergency or incident management and operations change. Those agencies having assigned responsibilities under this EOP are obligated to inform the City when changes are needed to reflect the current process. The City will maintain records of revisions to this EOP and each of the annexes as they are reviewed and updated. All changes will be noted in the Annual Review table at the beginning of this document.

PLAN CONCURRENCE
Supporting agencies and organizations include all City departments that received a copy of this Plan. These City departments are expected to comply with how the EOP describes their tasks.

PLAN TRAINING AND EXERCISE
It is the policy of the City of Arroyo Grande to sponsor and coordinate an annual exercise as a component of the City Emergency Operations Plan. The FCFA will develop and administer the drills or exercises. The primary purpose of these events will be to evaluate and improve the Emergency Operations Plan that the event may be based on. The exercise or drill should be a no-fault training and learning experience for all its participants.

All actions during the exercise will be observed and recorded by an evaluator group comprised of Disaster Leadership Subject Matter Experts. A general "no fault" discussion and critique will follow the exercise. This critique will afford department players and the evaluator group an opportunity to jointly comment on perceived strengths and what improvements are needed for the Disaster Response Plan. A closed evaluator group meeting will follow the critique for the purpose of recording, on a consensus basis, specific recommendations for Plan improvement. These recommendations will then be presented to the

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Five Cities Fire Authority Fire Chief and the Arroyo Grande City Manager within 30 days after the actual exercise.

The FCFA will also assist individual departments in developing training programs specific to both individuals and any position he or she may hold within the City Disaster Management Organization. The FCFA will also be responsible for providing general training to the City Council and the employees as needs arise.

Emergency management training and exercises should periodically incorporate access and functional needs and disability-access considerations. Training topics may include disability awareness and literacy; effective communication with individuals with sensory, intellectual, developmental, or communication disabilities; reasonable modifications; accessible evacuation and transportation; proper handling of mobility devices and durable medical equipment; service animal requirements; and disability-related sheltering and recovery considerations.

Individuals with disabilities, organizations serving people with disabilities, and other access and functional needs stakeholders should be included in planning, training, exercises, and post-exercise evaluation when appropriate. Exercise evaluation should consider whether emergency programs, communications, transportation, sheltering, and recovery services provided equitable and meaningful access to individuals with disabilities.

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. Further, by defining training requirements in the planning process, the City can address known shortfalls prior to exercising capabilities. Below is a list of the different progressive exercise types:

Seminar – Seminars generally orient participants to, or provide an overview of, authorities, strategies, plans, policies, procedures, protocols, resources, concepts, and ideas. As a discussionbased exercise, seminars can be valuable for entities that are developing or making major changes to existing plans or procedures. Seminars can be similarly helpful when attempting to assess or gain awareness of the capabilities of interagency or inter-jurisdictional operations.

Workshop – Although similar to seminars, workshops differ in two important aspects: participant interaction is increased, and the focus is placed on achieving or building a product. Effective workshops entail the broadest attendance by relevant stakeholders. Products produced from a workshop can include new standard operating procedures (SOPs), emergency operations plans, continuity of operations plans, or mutual aid agreements. To be effective, workshops should have clearly defined objectives, products, or goals, and should focus on a specific issue.

Tabletop Exercise – A tabletop exercise (TTX) is 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 the types of systems needed to guide the 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, participants are encouraged to discuss issues in depth, collaboratively examining areas of concern and solving problems. The effectiveness of a TTX is derived from the energetic

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involvement of participants and their assessment of recommended revisions to current policies, procedures, and plans.

TTXs can range from basic to complex. In a basic TTX (such as a facilitated discussion), the scenario is presented and remains constant—it describes an emergency and brings discussion participants up to the simulated present time. Participants apply their knowledge and skills to a list of problems presented by the facilitator; problems are discussed as a group; and resolution is reached and documented for later analysis.

In a more advanced TTX, play advances as participants receive pre-scripted messages that alter the original scenario. A facilitator usually introduces problems one at a time in the form of a written message, simulated telephone call, videotape, or other means. Participants discuss the issues raised by each problem, referencing established authorities, plans, and procedures for guidance.

Participant decisions are incorporated as the scenario continues to unfold.

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. Effective TTX facilitation is critical to keeping participants focused on exercise objectives and associated capability targets.

Games – A game is a simulation of operations that often involves two or more teams, usually in a competitive environment, using rules, data, and procedures designed to depict an actual or hypothetical situation. Games explore the consequences of player decisions and actions. They are useful tools for validating plans and procedures or evaluating resource requirements.

During game play, decision-making may be either slow and deliberate or rapid and more stressful, depending on the exercise design and objectives. The open, decision-based format of a game can incorporate “what if” questions that expand exercise benefits. Depending on the game’s design, the consequences of player actions can be either pre-scripted or decided dynamically. Identifying critical decision-making points is a major factor in the success of evaluating a game.

Drill – 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. For example, drills may be appropriate for establishing a community-designated disaster receiving center or shelter. Drills can also be used to determine if plans can be executed as designed, to assess whether more training is required, or to reinforce best practices. A drill is useful as a stand-alone tool, but a series of drills can be used to prepare several organizations to collaborate in an FSE.

For every drill, clearly defined plans, procedures, and protocols need to be in place. Personnel need to be familiar with those plans and trained in the processes and procedures to be drilled.

Functional Exercise – Functional Exercises (FEs) are designed to validate and evaluate capabilities, multiple functions and/or sub-functions, or interdependent groups of functions. FEs are typically focused on exercising plans, policies, procedures, and staff members involved in management, direction, command, and control functions. In FEs, events are projected through an exercise scenario with event updates that drive activity typically at the management level. An FE is conducted in a realistic, real-time environment; however, movement of personnel and equipment is usually simulated.

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FE controllers typically use a Master Scenario Events List (MSEL) to ensure participant activity remains within predefined boundaries and ensure exercise objectives are accomplished. Simulators in a Simulation Cell (SimCell) can inject scenario elements to simulate real events.

Full Scale Exercise – Full Scale Exercises (FSEs) are typically the most complex and resourceintensive type of exercise. They involve multiple agencies, organizations, and jurisdictions and validate many facets of preparedness. FSEs often include many participants operating under cooperative systems such as the ICS or Unified Command.

In an FSE, 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.

The level of support needed to conduct an FSE is greater than that needed for other types of exercises. The exercise site for an FSE is usually large, and site logistics require close monitoring.

Safety issues, particularly regarding the use of props and special effects, must be monitored.

Throughout the duration of the exercise, many activities occur simultaneously.

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AUTHORITIES AND REFERENCES

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Authorities, Regulations, and References
Emergency response, like all governmental action, is based on legal authority. The Arroyo Grande Emergency Operations Plan (EOP) follows federal, state, and local regulations and guidelines.

AUTHORITIES
Emergency management activities within the City of Arroyo Grande are conducted under the authority of applicable federal, state, and local laws, including:
 California Emergency Services Act (Government Code §8550 et seq.)  California Government Code §8630 – Local Emergency
 California Government Code §8607 – Standardized Emergency Management System (SEMS)  California Government Code §8605 – Operational Area Concept  California Government Code §8593.3 – Integration of Access and Functional Needs in Emergency Planning and Response
 California Government Code §3100–§3109 – Disaster Service Worker Program  Americans with Disabilities Act of 1990, as amended, Title II (42 U.S.C. § 12131 et seq.)  Rehabilitation Act of 1973, Section 504 (29 U.S.C. § 794)  California Government Code §11135 et seq. – Nondiscrimination in State-Funded Programs and Activities
 Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. §5121 et seq.)  Arroyo Grande Municipal Code Chapter 8.12 – Emergency Organization and Functions

REGULATIONS
Emergency management operations are further guided by the following regulations and implementing frameworks:
 California Code of Regulations, Title 19, Division 2, Chapter 1 (§§ 2400–2450) – Standardized Emergency Management System (SEMS)
 Title 44, Code of Federal Regulations (44 CFR Part 206) – Federal Disaster Assistance  Title 44, Code of Federal Regulations (44 CFR Part 350) – Radiological Emergency Preparedness  Title 28, Code of Federal Regulations, Part 35 – Nondiscrimination on the Basis of Disability in State and Local Government Services
 2010 ADA Standards for Accessible Design
 California Code of Regulations, Title 24 – California Building Standards Code, applicable accessibility provisions

REFERENCES
The following documents provide additional guidance for planning, coordination, and implementation of emergency management activities:

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 FEMA Comprehensive Preparedness Guide (CPG) 101, Version 3.1 (2025), Developing and Maintaining Emergency Operations Plans
 FEMA Public Assistance Program and Policy Guide (PAPPG), current version  California State Emergency Plan (2024)
 FIRESCOPE ICS Field Operations Guide (ICS 420-1), current edition  National Preparedness Goal, current edition
 Centers for Disease Control and Prevention (CDC) epidemiological guidance and pandemic preparedness frameworks
 California Department of Justice, Office of the Attorney General, Emergency Planning, Response, and Recovery for People with Disabilities, August 10, 2026  California Governor’s Office of Emergency Services (Cal OES), Integrated Evacuation Planning Guide for Jurisdictions and Individuals with Access and Functional Needs (2023)  U.S. Department of Justice, ADA Best Practices Tool Kit for State and Local Governments – Chapter 7: Emergency Management Under Title II of the ADA  California Governor’s Office of Emergency Services (Cal OES), Integrating Accessible Social Media Content within Emergency Communications
 California Governor’s Office of Emergency Services (Cal OES), guidance for development of Whole Community / Access and Functional Needs advisory structures  San Luis Obispo County Community Wildfire Protection Plan (CWPP), current version  National Incident Management System (NIMS), current version  National Response Framework (NRF), current edition

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GLOSSARY

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ACRONYMS
ADA Americans with Disabilities Act
ALERT Automated Local Evaluation in Real Time
ARES Amateur Radio Emergency Services
CADRE Collaborating Agencies Disaster Relief Effort
CAL FIRE California Department of Forestry and Fire Protection Cal OES California Governor’s Office of Emergency Services CBO Community-Based Organization
CERT Community Emergency Response Team
DOC Department Operations Center
DPEC Disaster Preparedness Executive Committee
DSW Disaster Service Worker
EMS Emergency Medical Services
EAS Emergency Alert System
EF Emergency Function
EMPG Emergency Management Performance Grant
EOC Emergency Operations Center
EOP Emergency Operations Plan
ESF Emergency Support Function
FE Functional Exercise
FEMA Federal Emergency Management Agency
FSE Full-Scale Exercise
HSPD Homeland Security Presidential Directive
HSEEP Homeland Security Exercise and Evaluation Program IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IPAWS Integrated Public Alert and Warning System
JIC Joint Information Center
JIS Joint Information System
MAC Multi-Agency Coordination
MACS Multi-Agency Coordination System
MMAA California Master Mutual Aid Agreement
MSEL Master Scenario Events List
NRF National Response Framework
NGO Non-Governmental Organization
NIMS National Incident Management System
NWS National Weather Service
OA Operational Area
OA EOC Operational Area Emergency Operations Center
OASIS Operational Area Satellite Information System
OES Office of Emergency Services
PG&E Pacific Gas and Electric Company
PIO Public Information Officer
PL Public Law
PNP Private Non-Profit
PPD Presidential Policy Directive

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RACES Radio Amateur Civil Emergency Services
REOC Regional Emergency Operations Center
SEMS Standardized Emergency Management System
SimCell Simulation Cell
SMS Short Message Service
SOC State Operations Center
SOP Standard Operating Procedures
TTX Tabletop Exercise
VOAD Voluntary Organizations Active in Disasters
WEA Wireless Emergency Alert

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DEFINITIONS
Accessible – A facility is accessible if it has the legally required features and/or qualities that ensure entrance, participation, and usability of places, programs, services, and activities by individuals with a wide variety of disabilities.

Affected Population – Anyone who has been displaced, injured, or suffered some loss due to a disaster.

American Red Cross (Red Cross) – The Red Cross is a humanitarian organization, led by volunteers, that provides relief to victims of disasters and helps people prevent, prepare for, and respond to emergencies.

It does this through services that are consistent with its Congressional Charter and the Principles of the International Red Cross Movement.

Americans with Disabilities Act (ADA) – The Americans with Disabilities Act prohibits discrimination against people with disabilities in employment, transportation, public accommodation, communications, and governmental activities. The ADA also establishes requirements for telecommunications relay services.

Annex – An annex is an addition to a document.

Appendix – Appendices provide relevant information already referenced in the guidance. Typically, this includes forms used or other necessary information.

Catastrophe – A series of cascading human-caused/influenced events or incidents with or without a human caused genesis, the adverse effects/consequences of which are potentially, seemingly, or definitively irreversible. A catastrophe may be caused by a disaster, or may be the cause of a disaster, but it may not be either. A catastrophe may be an emergency or cause a state of emergency, or, an emergency or state of emergency may cause a catastrophe, but a catastrophe may not be any of the above.

Civil Unrest – Civil unrest involves a disruption of the typical social order; it can involve a strike or protest, and it can be non-violent or involve violence. Riots and rebellions are both forms of civil unrest.

Community-Based Organization (CBO) – Non-profit organizations that operate within a single local community and constitute a subset of the wider group of NGOs. They are frequently run by volunteers and often self-funding. Some are formally incorporated with written charters and boards of directors, while others are much smaller and more informal.

Crisis – Phenomenon, event, active threat, or trend, with or without specific location, posing seemingly inevitable harm to life, property, environment, organizational performance, reputation, or way of life reasonably or ethically necessitating deliberate urgent intervention. (A crisis may be local, national, or global)
Dam Failure – Partial or complete collapse of a dam causing downstream flooding.

Disaster – Any natural event or emergency (hurricane, tornado, storm, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, etc.), or regardless of cause, any fire, flood, or explosion which the President determines to be of such severity as to warrant major federal disaster assistance.

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Disaster Service Worker (DSW) – The Disaster Service Worker program is a state-funded worker’s compensation program for government employees and affiliated volunteers who provide services to protect the health and safety, and preserve the lives and property, of the people of California.

Government-affiliated volunteers, including members of the public who spontaneously volunteer to assist during a disaster, may be registered as DSWs under California’s Disaster Service Worker Volunteer Program.

Emergency – Incident(s) or crisis(es) (air pollution, fire, flood, storm, epidemic, riot, drought, sudden/severe energy shortage, plant or animal infestation or disease, Governor’s warning of earthquake/volcanic predictions, and earthquakes, etc.) posing threat to safety of persons, property, or the environment that exceeds an organization’s resources/capability.

Emergency Medical Services (EMS) – A service providing out-of-hospital, acute medical care, transport to definitive care, and other medical transport to patients with illnesses and injuries, which prevent the patient from transporting themselves.

Emergency Operations – Actions taken during an emergency to protect life and property, care for the people affected, and restore essential community services.

Emergency Operations Center (EOC) – A site from which government officials coordinate, monitor, and support response activities during an emergency.

Emergency Operations Plan (EOP) – A document that describes how people and property will be protected in disaster and disaster threat situations; details who is responsible for carrying out specific actions; identifies the personnel, equipment, facilities, supplies, and other resources available for use in the disaster; and outlines how all actions will be coordinated.

Evacuation – Organized and supervised dispersal of people from dangerous or potentially dangerous areas.

Evacuee – All persons removed or moving from areas threatened or struck by a disaster.

Federal Emergency Management Agency (FEMA) – The Federal Emergency Management Agency (FEMA) is the federal agency responsible for coordinating emergency planning, preparedness, risk reduction, response, and recovery. The agency works closely with state and local governments by funding emergency programs and providing technical guidance and training. These coordinated activities at the federal, state, and local levels ensure a broad-based emergency program to ensure public safety and protect property.

Flood – A general and temporary condition of inundation of normally dry land areas from overflow of inland or tidal waters, unusual or rapid accumulation or runoff of surface waters, or mudslides/mudflows caused by accumulation of water.

Hazard – Any source of danger or element of risk to people or property.

Hazardous Material – Any substance or material that when involved in an accident and released in sufficient quantities, poses a risk to people’s health, safety, and/or property. These substances and

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materials include explosives, radioactive materials, flammable liquids or solids, combustible liquids or solids, poisons, oxidizers, toxins, and corrosive materials.

Incident – The physical manifestation of crisis, event, or occurrence that has adversely affected life, property, or the environment requiring the response of at least one individual.

Incident Command System (ICS) – The Incident Command System (ICS) is a standardized emergency management concept designed to provide an integrated organizational structure for managing emergencies, and to enable coordinated emergency response across 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 emergencies.

It is based on proven management tools that contribute to the strength and efficiency of the overall system.

Limited English Proficiency – Persons who do not speak English as their primary language and who have a limited ability to read, speak, write, or understand English.

Local Jurisdiction – Local jurisdiction refers to the cities, towns, school districts, and special districts that are encompassed within the geographical borders of the County of San Luis Obispo. In the case of unincorporated areas, local jurisdiction refers to the county itself.

Mitigation – Pre-event planning and actions that aim to lessen the occurrence or effects of potential disaster.

Mobilization – The process and procedures used by organizations; federal, state and local for activating, assembling, and transporting resources that have been requested to respond to or support an incident.

Multi-Agency Coordination (MAC) – The participation of government and other organizations 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.

Multi-Jurisdiction Incident – An incident where multiple jurisdictions have a statutory responsibility.

Under ICS, these incidents will be managed under Unified Command.

Mutual Aid – Is the voluntary aid and assistance by the provision of services and facilities, including but not limited to fire, police, medical and health, communication, transportation, and utilities. Mutual aid is intended to provide adequate resources, facilities, and other support to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation.

Mutual Aid Agreement – Written agreement between agencies and/or jurisdictions in which they agree to assist one another upon request, by furnishing personnel and equipment.

Natural Disaster – Any hurricane, tornado, storm, flood, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, fire, or other catastrophe which causes, or which may cause, substantial damage or injury to civilian property or persons.

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National Incident Management System (NIMS) – The National Incident Management System (NIMS) provides a comprehensive approach to emergency management for all hazards. NIMS integrates existing best practices into a consistent nationwide approach to domestic emergency management that is applicable to all jurisdictional levels (public and private) and across functional disciplines. NIMS is based on a balance of flexibility and standardization. NIMS is flexible and allows government and private entities at all levels to work together to manage domestic emergencies, regardless of their cause, size, location, or complexity. NIMS also provides a set of standardized organizational structures.

National Response Framework – The National Response Framework (NRF) presents the guiding principles that enable all response partners to prepare for and provide a unified national response to disasters and emergencies—from the smallest incident to the largest catastrophe. The Framework establishes a comprehensive, national, all-hazards approach to domestic incident response. The Framework documents the key response principles, roles, and structures that organize national response. It describes how communities, States, the Federal Government, and private-sector and non-governmental partners apply these principles for a coordinated, effective national response. And it describes special circumstances where the Federal Government exercises a larger role, including incidents where Federal interests are involved and catastrophic incidents where a State would require significant support. It allows first responders, decision makers, and supporting entities to provide a unified national response.

Non-Governmental Organization (NGO) – An entity with an association that is based on interests of its members, individuals, or institutions, and that is not created by a government, but may work cooperatively with government. Such organizations serve a public purpose, not a private benefit.

Examples of NGOs include faith-based charity organizations and the Red Cross.

Office of Emergency Services (OES) – OES is the lead agency in fulfilling the County’s responsibility under the California Emergency Services Act and serves as the Operational Area Coordinator for the County of San Luis Obispo under SEMS.

Operational Area (OA) – A geographical area that encompasses all local governments within a county, including the county. The OA serves as the coordination and communications link between the local government and the state. The OA prioritizes resources and coordinates mutual aid among entities within the OA. Each OA is responsible for activating and operating an EOC.

Operational Area Emergency Operations Center (OA EOC) – The physical location at which the coordination of information and resources to support OA activities normally takes place.

Plan – A document that describes the broad, overall jurisdictional response to potential extraordinary emergencies or disasters.

Preparedness – The range of deliberate, critical tasks and activities necessary to build, sustain, and improve operational capability. Preparedness is a continuous process involving efforts at all levels of government and between government and private-sector and NGOs to identify threats, determine vulnerabilities, and identify required resources. Preparedness is operationally focused on establishing guidelines, protocols, and standards for planning, training and exercises, personnel qualification and certification, equipment certifications and publication management.

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Recovery – The long-term activities beyond the initial emergency response phase of disaster operations that focus on returning all systems in the community to a normal status or to reconstitute these systems to a new condition that is less vulnerable.

Resources – Personnel and equipment available, for assignment to incidents or to EOCs.

Response – Activities that address the direct effects of an incident; immediate actions to save lives, protect property.

Shelter – Facilities providing safe, sanitary, and secure refuge before, during, and after disaster incidents. (Note: This may also include some facilities that provide immediate necessary safe haven sheltering during an incident but are not capable of ongoing operations once other options are available.) Shelters may include general population shelters, medical needs shelters, or household pet shelters.

Special District – A unit of local government (other than a city or county, with authority or responsibility to own, operate, or maintain a project (e.g., a water district).

Standardized Emergency Management System (SEMS) – The Standardized Emergency Management System (SEMS) is used to manage emergency response in California. SEMS consists of five hierarchical levels: field, local, operational area, regional, and State. SEMS incorporates the principles of the Incident Command System, the Master Mutual Aid Agreement, existing discipline-specific mutual aid agreements, the Operational Area concept, and multi-agency or interagency coordination and communication. Under SEMS, response activities are managed at the lowest possible organizational level.

State of Emergency – An eminent impending incident(s) or crisis(es) posing threat to safety of persons, property, or the environment that is/are likely to exceed resources/capability of the proclaiming political jurisdiction, or the existence of an active incident which threatens a population and the adequacy of local resources is unknown.

Terrorism – The use of, or threatened use of, criminal violence against civilians or civilian infrastructure to achieve political ends through fear and intimidation.

Threat – Communicated, demonstrated, or inferred intent and potential capability to harm life, property, environment, organizational performance, or way of life.

Volunteer Organizations Active in Disasters (VOAD) – Established disaster relief organizations, which for the most part, are faith-based and national in scope, yet play a major role in disaster recovery at the local level. Services include, but are not limited to:
 Repairing and replacing low-income housing
 Mass feeding services
 Home clean-up and repairs
 Facilities for in-kind disaster relief supplies
 Disaster childcare
 Material resources such as blankets, health kits, and clean up kits  Trauma, stress, grief, care for responders and affected population  Shelter management
 Emergency sheltering of animals
 Clean-up and debris removal

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APPENDIX A – LOCAL / STATE / FEDERAL CROSSWALK

FEDERAL / STATE / LOCAL CROSSWALK
The table below provides a crosswalk that approximates equivalent terms used by the City of Arroyo Grande, the State of California, and the U.S. Federal Government.

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APPENDIX B – EMERGENCY ANNEX PLANNING PROCESS
GUIDE

PURPOSE STATEMENT
The purpose of the EOP Annex Planning Process Guide is to systematize a more collaborative Operational Area approach in alignment with FEMA’s Comprehensive Preparedness Guide 101, Version 3.1 (2025):

Developing and Maintaining Emergency Operations Plans (CPG 101). The model improves the planning process by providing an inclusive platform for discussion of planning priorities, dividing and assigning labor and incorporating a review process. These characteristics will yield wider stakeholder participation, increase consistency and expand the understanding of planning products.

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APPENDIX C – CITY OF ARROYO GRANDE EMERGENCY HAZARDSPECIFIC ANNEXES & OPERATIONAL PLANS

RELATIONSHIP TO OTHER PLANS/REFERENCES
This EOP is the primary document used by the City to describe the conduct of emergency management activities from the City's perspective. The EOP provides a conceptual framework for all other emergency management planning. The EOP contributes to the City's emergency management process by describing how activities will be conducted within the City of Arroyo Grande and how support will be requested and coordinated–in the form of mutual aid and other resources. This Plan is designed to be flexible enough that it can adapt to changing response environments and to the needs of supporting and requesting organizations.

Hazard-specific annexes and functional plans provide strategic and operational guidance to support implementation of the Emergency Operations Plan. These documents are not intended to replace departmental standard operating procedures (SOPs), but rather to supplement them by identifying considerations, coordination requirements, and operational priorities for specific hazards and functions.

The City of Arroyo Grande hazard-specific annexes and operational plans provide operational guidance and contain critical information for emergency responders and EOC managers to use during an emergency. As the threat and hazard environment changes over time, these annexes may be updated accordingly as part of a periodic plan review process. The FCFA will be directly responsible for maintaining and coordinating updates to the hazard-specific annexes and related support materials. Revisions will be approved consistent with the plan maintenance and approval provisions established in this EOP.

This Plan will frequently support/complement other San Luis Obispo County Plans, and City Annexes and Plans including:
 City of Arroyo Grande Adverse Weather Annex
 City of Arroyo Grande Care & Shelter Annex
 City of Arroyo Grande Civil Disturbance – Terrorism – Active Shooter Annex  City of Arroyo Grande Earthquake Annex
 City of Arroyo Grande Fire Annex
 City of Arroyo Grande Hazardous Materials Annex
 City of Arroyo Grande Imminent Dam Failure
 City of Arroyo Grande Pandemic Annex
 City of Arroyo Grande Transportation Annex
 City of Arroyo Grande Utility Disruption / PSPS Annex  City of Arroyo Grande Crisis Communication Plan
 City of Arroyo Grande Debris Management Plan
 City of Arroyo Grande Evacuation Plan
 City of Arroyo Grande Nuclear Power Plan
 City of Arroyo Grande Recovery Plan
 San Luis Obispo County Multiple Casualty Incident Response Plan