Banning City Council
July 14, 2026

8.4 EOC Branches
The EOC Organization Chart depicts a large number of positions in the EOC. The five basic SEMS positions will always be a functional part of the Banning EOC. Other positions, based on the size and complexity of the event, may be filled at the County level. This will generally occur when the event is a wide-area event. Examples would be a wide-area health event, a Bio-terrorism event, a Weapons of Mass Destruction event, etc. When a local EOC position is filled at the County Level, the Liaison Officer will be communications with the County EOC.

8.4.1 Law Enforcement Branch Operations
A Law Enforcement Branch will be established in the EOC for the purpose of providing field support for law enforcement activities and act as a liaison with other EOC Branches. The City of Banning Police Department coordinates tactical law enforcement operations.

The responsibilities of this Branch include the following:
 Alert and notify the public of the impending or existing emergency in the City;  Coordinate law enforcement operations during the disaster;  Coordinate site security at incidents;
 Coordinate Law Enforcement Mutual Aid requests from emergency response agencies within the County; and
 Develop Evacuation Plans and Coordinate Evacuations during incidents.

8.4.2 Fire & Rescue Branch Operations
Tactical firefighting and rescue operations are coordinated by the Riverside County Fire Department. A Fire and Rescue Branch will be established in the EOC for the purpose of providing liaison and communications functions. It will be led and staffed by California Department of Forestry (CalFire) fire personnel. CalFire will also support the Situation Unit of the Planning & Intelligence Section of the EOC by providing intelligence and situation assessments received from field units.

8.4.3 Construction & Engineering Branch Operations
The Construction & Engineering Branch of the EOC is responsible for ensuring all buildings and critical facilities are functional.

This Branch is responsible for:
 Coordinating with structural engineers and building inspectors for building assessments;
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 Ensuring unsafe areas and structures are clearly marked and the public informed;
 Supervising, in coordination with the Public Works Department, any construction and/or engineering project to repair damaged buildings, streets, and critical facilities; and
 In coordination with the Public Works Department, developing short, mid, and long-term reconstruction priorities and plans.

Once activated, the Construction & Engineering Branch will initiate a safety assessment and perform the following operations:
 Begin safety assessments of the damaged facilities and follow up, as necessary, with the field responders’ initial damage assessments;
 Coordinate safety inspections with the other Operation Branches (Law Enforcement, Fire & Rescue), searching for life and /or property-threatening situations; and
 Manage and coordinate teams of qualified inspectors who are either local inspectors or inspectors obtained through the mutual aid system. These teams will include civil and structural engineers who will inspect both public and private property
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SECTION 9: RECOVERY PHASE OPERATIONS
Recovery activities involve the restoration of services to the public and returning the affected area(s) to pre-emergency conditions. A disaster may strike quickly, leaving the need for recovery operations in its wake, or it can be a prolonged event requiring recovery activities to begin while the response phase is still in full activation. Severe windstorms, fires, and floods are examples of disasters that can be ongoing, presenting recovery challenges during and after an event. A major earthquake is an example of a disaster event that strikes and is over quickly, leaving severe damage in its wake.

Recovery actions occur in two general phases, short-term and long term recovery.

Short-term recovery operations are coordinated from within the Emergency Operations Center. These activities begin during the response phase of the emergency. Long-term recovery may begin in the EOC and then transition to the City Departments responsible for the various recovery activities. Long-term recovery addresses the rebuilding process that may last years.

9.1 Recovery Phases

9.1.1 SHORT-TERM RECOVERY
The goal of short-term recovery is to restore local government services. Short-term recovery operations include: utility restoration; expanded social, medical and mental health services; re-establishment of government operations; transportation route restoration; debris removal and clean-up operations; building safety inspections; and abatement and demolition of hazardous structures.

Emergency actions may be taken to address specific conditions such as: suspension of evictions; request utilities to provide bill relief; waiver of permit fees for damage repairs; need for temporary housing and business space; and change or alter traffic patterns.

Short-term recovery operations will include all the agencies participating in the City’s disaster response.

The City Public Works Department will coordinate with special districts and private utility companies on all efforts to restore utility systems and services during recovery operations. The County's Mental Health Department may be requested to coordinate and conduct Critical Stress Debriefings for emergency response personnel and victims of the disaster/event.

In coordination with the County Department of Social Services and the American Red Cross, sheltering for disaster victims will be provided until housing can be arranged. The City will ensure that debris removal and clean-up operations are expedited. 529
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For federally-declared disasters, tele-registration centers may be established by the Federal Emergency Management Agency (FEMA) to assist disaster victims and businesses in applying for individual assistance grants and Small Business Administration loans. In coordination with the Riverside County Office of Emergency Services, a Local Assistance Center will be opened to house representatives of public and private agencies offering services and resources to residents.

9.1.2 LONG-TERM RECOVERY
The goal of long-term recovery is to restore facilities and community resources to pre disaster condition. Long-term recovery includes: hazard mitigation activities; restoration and reconstruction of public facilities; restoration of economic, social and institutional activities; and disaster response cost recovery.

The major objectives of long-term recovery operations include:
• Coordinated delivery of long-term social and health services; • Improved land use planning;
• An improved City Emergency Operations Plan;
• Re-establishment of the local economy to pre-disaster levels; • Recovery of disaster response costs;
• And the effective integration of mitigation strategies into recovery planning and operations.

The City of Banning will handle long-term recovery activities in the City, with the County of Riverside acting as a central resource for recovery activities for the County's many jurisdictions.

With public safety a primary concern, rapid recovery may require adjustments to policies and procedures to streamline the recovery process. The Community Development Department will be responsible for procedures that expedite the permit process for repair and rebuilding of residential and commercial properties Recovery programs will also be sought for individual citizens and private businesses.

Strategic planning will include input from and participation by businesses, citizens and non-profit organizations. The City’s Redevelopment agency will play a vital role in rebuilding the commercial areas.
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9.2 Recovery Phase Management Approach
Recovery activities begin while the Emergency Management Organization is in place and the EOC is open. Most of the activities of the second phase will ultimately fall within the ongoing responsibilities of the individual City departments. For example, departments have primary responsibility for planning and implementing the recovery of their own functions and facilities.

Many long-term recovery tasks require the cooperation of many public and private agencies. The City will institute a long-term planning and implementation management structure to coordinate these activities to ensure the necessary coordination between City, County, State, and Federal agencies. This structure is referred to as the “Recovery Management Organization” and is managed by a Recovery Management Task Force.

The Recovery Management Task Force is responsible for long-term recovery operations for the City. Recovery issues involving other jurisdictions and/or special districts will be coordinated and managed between the City and their designated representatives. On a regularly scheduled basis, the Recovery Management Task Force will convene meetings. These meetings may include other key staff and individuals, as well as representatives from affected jurisdictions and special districts. These meetings will be held to collectively make policy decisions and to gather and disseminate information regarding completed and ongoing recovery operations. All City departments may need to take responsibility for certain functions throughout the recovery process. Recognizing that it is important to assess and take steps to reduce the impact of future events, every member of a recovery operations organization should be responsible for documenting and reporting possible mitigation actions.

The Recovery Management Task Force is composed of individuals as determined by the Policy Group and may include representatives from the following departments and organizations:
 City Emergency Services;
 City Council;
 American Red Cross;
 Banning Chamber of Commerce; and
 Community Groups

9.3 Damage Assessment
When a disaster occurs, it is necessary to collect and analyze information concerning the nature, severity, and extent of the situation and to report the information through established channels. The information is used to assess the extent of the disaster/ event and determine the appropriate level of response for the City and the OA. The 531
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specific information on the level of damage, dollar amounts of the damage, and the economic consequences of the disaster are important when seeking a State and/or Federal Disaster Declaration,
Damage assessment is generally performed in three phases. The first two phases are conducted during the response phase or early in the recovery phase, while the last phase is conducted generally after the response phase is over:
 Windshield Survey/Field Damage Survey – an initial and brief survey of all areas in the City and reporting to the EOC locations that have been damaged;  Rapid Damage Assessment of City buildings and other critical facilities ; and  Detailed Engineering Evaluation of certain buildings and structures. The Detailed Engineering Evaluation is used as the basis for repairs or replacement of structures; this information is useful to prepare documentation of eligible repair costs on State/Federal Damage Survey Reports
The City of Banning will use the Riverside County Disaster Recovery Plan as a guide to their recovery response. Under the Plan, an Initial Damage Assessment and Safety Team is used to identify the impact of the event and establish a Loss Estimate to support a request from the City for a gubernatorial proclamation and for the State to request a presidential declaration. This loss estimate includes both governmental and private damage. Teams will be sent into the impacted areas of the City as soon as possible to assess the nature, severity, and extent of the situation.

Teams of personnel will be dispatched as soon as possible to assess the nature, severity, and extent of the situation. The teams may include personnel from:
 City of Banning Public Works;
 City of Banning Police;
 Riverside County Public Health;
 Riverside County Public Social Services (Care and Shelter);  American Red Cross Damage Assessment Teams;
 Transportation and Land Management Agency (Department of Building & Safety);
 Environmental Health;
 Public Social Services (Care and Shelter); and
 Radio Amateur Civil Emergency Services (RACES) operators; Assessment teams will accomplish the assessments by conducting ground surveys, which will require the observation and reporting of damage, casualties, and status of affected areas. The survey should also include the inspection of and reporting on facilities essential to public welfare, safety, and sheltering. A sample Damage 532
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Assessment organization chart is depicted below. The Damage Assessment teams may be comprised of various city, agency or volunteer groups.

This is followed by a detailed assessment of damage during the recovery phase. This detailed assessment provides the basis for determining the type and amount of State and/or Federal financial assistance available for recovery.

Documentation is the key to recovering emergency response and recovery costs.

Damage assessment documentation will be critical in establishing the basis for eligibility of disaster assistance programs.

Under the State Natural Disaster Assistance Act (NDAA), documentation is required for damage sustained to public buildings, levees, flood control works, irrigation works, county roads, city/town streets, bridges, and other public works.

Program and Type of
Assistance Local State Federal Program Implementation Criteria FMAG - fire suppression No No Yes
The uncontrolled fire must threaten such
destruction as would constitute a major
disaster.

State PA - Director's
Concurrence: restoration of
public infrastructure only Yes No No
The event must be beyond the control
/capabilities of the local jurisdiction.

State PA- Governor's
Proclamation: response and
restoration costs Yes Yes No
The event must be beyond the control
/capabilities of the local jurisdiction.

Federal PA - Major Disaster:
response and restoration
costs Yes Yes Yes
The state must request within 30 days of the
occurrence; demonstrate that necessary
actions are beyond the state's capability and
damages must meet the per capita threshold
and/or other criteria defined in federal
regulations.

Federal PA - Emergency
response costs only Yes Yes Yes
The state must request within 5 days after the
need becomes apparent; must demonstrate
that effective response is beyond the state's
capability and that federal assistance is
necessary to save lives and protect health,
safety and property.

Federal IHP: grants
individuals for necessary
expenses or serious needs Yes Yes Yes
May be implemented upon a Presidential
declaration. There is no set threshold;
however, FEMA considers such criteria as
concentration of damages, trauma, special
populations, etc.

SSGP: supplemental grants
beyond IHP Yes Yes Yes
Administered by DSS and only implemented
when Federal IHP is activated.
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SBA EIDL: working capital
loans for small businesses No No Yes
May be independently implemented when at
least 5 small businesses have suffered
economic injury and other assistance is not
otherwise available; may be implemented
under a USDA designation, and may be
implemented under SBA physical
declarations.

SBA Physical Disaster Loan
Program: real and personal
property loans No No Yes
May be independently implemented when at
least 25 homes and/or 3 businesses have
suffered 40% uninsured losses; may also be
implemented upon a Presidential declaration.

USDA Disaster Designation:
crop production loss loans No No Yes
May be made available to farmers/ranchers
who have suffered at least 30% crop
production loss or a physical loss to livestock
products, real estate or chattel property.

USDA can implement this program when
requested by OES on behalf of a local
agricultural commissioner or local government
authority.

Crisis Counseling Programs:
referral services and shortterm counseling Yes Yes Yes Funded by FEMA and administered by DMH
to provide short or long term (up to 9 months)
benefits.

Disaster Unemployment
Assistance: weekly benefits Yes Yes Yes
May be implemented by the Department of
Labor upon a Presidential declaration to
provide up to 26 weeks of unemployment
benefits.

9.4 AFTER-ACTION REPORTING
The after-action report serves as a source for documenting emergency response activities, identifying areas of success and concern, and for developing a work plan for implementing improvements.

The after-action report provides, at a minimum, the following:
• Response actions taken
• Necessary modifications to plans and procedures
• Training needs
• Recovery activities to date
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The after-action report is a composite document for all Emergency Support Functions, providing a broad perspective of the incident and referencing more detailed documents.

It includes an overview of the incident, enclosures, and addresses specific areas of the response as necessary

9.5 Roles of Other Agencies

9.5.1 Federal Government
The FEMA Regional Director is responsible for hazard recovery and mitigation actions under the terms of the Federal/State Agreement. The Regional Director shall:
 Provide for a Joint Federal/State/Local Hazard Mitigation Team to survey the disaster affected area as soon as possible following a major disaster or emergency declaration by the President and to accomplish hazard mitigation planning in accordance with Federal/State Agreement;
 Appoint a Hazard Mitigation Coordinator (HMC) to:
a. Serve on the Federal/State Hazard Mitigation Team, and b. Confer with local, State and Federal officials concerning these hazards and hazard mitigation measures;
 Ensure that the ultimate benefits to be gained through effective hazard mitigation programs are not diminished;
 Provide technical advice and assistance;
 Encourage State and local governments to adopt safe land use practices and construction standards;
 Ensure that FEMA and other Federal efforts are supplemental to local and State efforts;
 Encourage initiative by State and local governments;
 Take actions required by FEMA Floodplain Management Regulations (as applicable for flood disasters).

Depending on the type of emergency, other Federal agencies may be involved in the recovery operations.

9.5.2 State Office of Emergency Services
A representative of State OES will be appointed by the Governor to act in the capacity of the Governor’s Authorized Representative (GAR), who will be responsible for State performance of hazard mitigation activities under the Federal/State Agreement. The GAR, in coordination with the FEMA Regional Director, shall:
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 Appoint a State Hazard Mitigation Coordinator (SHMC) to serve on the Federal/State Hazard Mitigation Team, and
 Arrange for State and local participation in Federal-State survey and hazard mitigation planning in disaster affected areas.

9.5.3 Federal Documentation Requirements
Under Federal disaster assistance programs, documentation must be obtained regarding damage sustained to:
 Roads;
 Water control facilities;
 Public buildings and related equipment;
 Public utilities;
 Facilities under construction;
 Recreational and park facilities;
 Educational institutions; and
 Certain private non-profit facilities.

The documented information should include the location and extent of damage and estimates of costs for debris removal, emergency work, and repairing or replacing damaged facilities to pre-disaster condition.

The cost of compliance with building codes for new construction, repair, and restoration will also be documented. The cost of improving facilities may be included under Federal mitigation programs.

As noted previously, documentation is the key to recovering expenditures related to emergency response and recovery operations. Documentation must begin at the field response level and continue throughout the operation of the EOC as the disaster unfolds.
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SECTION 10: MITIGATION PHASE OPERATIONS
As noted in Section 5 of this EOP, the City of Banning participated as a “submitting jurisdiction” in the Riverside County Multi-Jurisdictional Local Hazard Mitigation Plan (LHMP) that was approved by FEMA and State OES in May 2005. The County’s LHMP provides a detailed identification and analysis of the hazards faced by Riverside County.

Section 5 of this EOP provides a summary of information specific to the City of Banning that is contained in the LHMP.

Hazard mitigation is defined as any action taken to reduce or eliminate the long-term risk to human life and property from natural or man-made hazards. Section 409 of Public Law 93 288 requires that the State or local government recipients of Federal aid evaluate the natural hazards of the area in which the aid is to be used and take action to mitigate them, including safe land use and construction practices.

To be effective, hazard mitigation actions must be taken in advance of a disaster. After disaster strikes, mitigation opportunities exist only during recovery and even those opportunities can be limited by the absence of advanced planning. Nevertheless, the immediate post-disaster period does present special opportunities for mitigation.

Section 409 deals with the opportunities presented in a current disaster to mitigate potential hardship and loss resulting from future disasters. Thus, hazard mitigation is a continuing year-round effort and activity in which all local communities and State agencies are encouraged to prepare hazard mitigation plans that identify ways to reduce damage caused by disasters. Hazard mitigation activities can be divided into the following categories:
 Prevention;
 Property protection;
 Public education and awareness;
 Natural resource protection;
 Emergency services; and
 Structural projects.

After a disaster, hazard mitigation actions will need to be coordinated and employed in all activities by the City, in cooperation with all other local jurisdictions and special districts in order to ensure a maximum reduction of vulnerability to future disasters. The City will strive to restore essential facilities to their pre-disaster condition by retrofitting, repairing or reconstructing them during long-term recovery operations. In addition, consideration might be given to other mitigation activities such as zoning variances, building codes, plan reviews, seismic safety elements, and other land use planning techniques.
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10.1 Mitigation Phase Management Approach
Mitigation activities in the City of Banning are coordinated by City Emergency Services and are implemented under the normal City management structure.

10.2 Short-Term Mitigation
The objectives of short-term mitigation activities are the identification of hazards following an emergency or major disaster, and accomplishment of appropriate hazard mitigation measures. The FEMA Regional Director and California OES shall ensure compliance with these objectives as a condition for Federal loans or grants.

10.2.1 Surveys
Local, State, and Federal preliminary damage assessments (PDA) may identify major hazards and opportunities for hazard mitigation activities prior to a declaration of an emergency. Project Worksheets (PWs) shall include identification of hazards and shall recommend mitigation measures to be incorporated into the repair work.

The Federal/State Hazard Mitigation Team shall review applicable land use regulations, construction standards, and other appropriate hazard mitigation measures. Utilizing information from preliminary damage assessments, PWs, and all other readily available pertinent information, the team shall visit the sites of significant damage and shall evaluate all hazards at those sites. For each identified significant hazard, the team shall include appropriate recommendations of hazard mitigation measures in its final report.

10.2.2 Mapping
The Federal/State Hazard Mitigation Team shall verify the impact of the major disaster on disaster frequencies computed prior to the major disaster and shall consider the advisability of redefining boundaries of high-hazard areas as a result of their findings.

The team shall make recommendations to the FEMA Regional Director and the GAR on any needs for new mapping or re-mapping of high hazard areas.

10.3 Long-Term Mitigation
The following measures are part of the long-term mitigation plan. Specific mitigation measures and projects are identified in the Riverside County Multi-Jurisdictional LHMP.

10.3.1 Prevention
Prevention measures are implemented to keep a hazard risk from increasing and to ensure that new development does not increase hazard losses. Prevention projects are designed to guide development away from hazardous areas through the use of planning and zoning, land development regulations, and open space preservation. 538
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Following a major disaster or emergency declaration, the City has the responsibility for adopting or updating, as necessary, appropriate construction standards and enforcing them. The City may request State or Federal technical advice or assistance in taking these actions.

Prevention measures may also include infrastructure upgrades and maintenance, such as improved storm water management or other Public Works projects.

10.3.2 Property Protection
A second category of mitigation measures is property protection. This consists of projects to directly protect people and projects at risk. This may include modifications to existing structures to increase their hazard resistance or may involve relocating and/or rebuilding existing structures. Property protection measures may be implemented by private property owners or on a cost-sharing basis.

10.3.3 Public Education and Awareness
Public education and awareness is another category of hazard mitigation projects. This consists of informing the public about the existence of local hazards and advising them on how they can take steps to reduce damages and injuries. Public information projects may be directed towards local residents, businesses, or visitors.

10.3.4 Natural Resource Protection
Natural resource protection mitigation projects are designed to reduce hazard effects and improve the quality of the environment and wildlife habitats. Examples of natural resource protection projects include erosion and sediment control and wetlands protection.

10.3.5 Emergency Services
Mitigation projects may also be developed to protect the City infrastructure that is required as part of the overall emergency response capability. This may include protection and hardening of critical facilities such as the EOC and other key response facilities. It may also include protecting and upgrading the warning and communications capabilities of the City.

10.3.6 Structural Projects
The final category of mitigation measures consists of structural projects that directly protect people and property. These involve the construction or improvement of manmade structures that are designed to directly control hazards such as reservoirs, levees and seawalls, diversions, channel modifications, and storm sewers. 539
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SECTION 11: LEGAL CITATIONS
The following sections contain excerpts from various City, County, and State codes that are referenced in Part 1 of this EOP

11.1 States of Emergency

11.1.1 California Government Code, Section 8630 – 8634
Local Emergency:
8630. (a) A local emergency may be proclaimed only by the governing body of a city, county, or city and county, or by an official designated by ordinance adopted by that governing body.
(b) Whenever a local emergency is proclaimed by an official designated by ordinance, the local emergency shall not remain in effect for a period in excess of seven days unless it has been ratified by the governing body.
(c) (1) The governing body shall review, at its regularly scheduled meetings until the local emergency is terminated, the need for continuing the local emergency. However, in no event shall a review take place more than 21 days after the previous review. (2) Notwithstanding paragraph (1), if the governing body meets weekly, it shall review the need for continuing the local emergency at least every 14 days, until the local emergency is terminated.
(d) The governing body shall proclaim the termination of the local emergency at the earliest possible date that conditions warrant.
8631. In periods of local emergency, political subdivisions have full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements therefore.
8632. State agencies may provide mutual aid, including personnel, equipment and other available resources, to assist political subdivisions during a local emergency or in accordance with mutual aid agreements or at the direction of the Governor. 8633. In the absence of a state of war emergency or state of emergency, the cost of extraordinary services incurred by political subdivisions in executing mutual aid agreements shall constitute a legal charge against the state when approved by the Governor in accordance with orders and regulations promulgated as prescribed in Section 8567.
8634. During a local emergency the governing body of a political subdivision, or officials designated thereby, may promulgate orders and regulations necessary to provide for the protection of life and property, including orders or regulations imposing a curfew within designated boundaries where necessary to preserve the public order and safety. Such 540
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orders and regulations and amendments and rescissions thereof shall be in writing and shall be given widespread publicity and notice.

The authorization granted by this chapter to impose a curfew shall not be construed as restricting in any manner the existing authority of counties and cities and any city and county to impose pursuant to the police power a curfew for any other lawful purpose.

11.1.2 California Government Code, Section 8625 – 8629
State of Emergency:
8625. The Governor is hereby empowered to proclaim a state of emergency in an area affected or likely to be affected thereby when:
(a) He finds that circumstances described in subdivision (b) of Section 8558 exist; and either
(b) He is requested to do so (1) in the case of a city by the mayor or chief executive, (2) in the case of a county by the chairman of the board of supervisors or the county administrative officer; or
(c) He finds that local authority is inadequate to cope with the emergency. 8626. Such proclamation shall be in writing and shall take effect immediately upon its issuance. As soon thereafter as possible such proclamation shall be filed in the office of the Secretary of State.

The Governor shall cause widespread publicity and notice to be given such proclamation.
8627. During a state of emergency the Governor shall, to the extent he deems necessary, have complete authority over all agencies of the state government and the right to exercise within the area designated all police power vested in the state by the Constitution and laws of the State of California in order to effectuate the purposes of this chapter. In exercise thereof, he shall promulgate issue and enforce such orders and regulations, as he deems necessary, in accordance with the provisions of Section 8567. 8627.5. (a) The Governor may make, amend, or rescind orders and regulations during a state of emergency that temporarily suspend any state, county, city, or special district statute, ordinance, regulation, or rule imposing non-safety related restrictions on the delivery of food products, pharmaceuticals, and other emergency necessities distributed through retail or institutional channels, including, but not limited to, hospitals, jails, restaurants, and schools. The Governor shall cause widespread publicity and notice to be given to all of these orders and regulations, or amendments and rescissions thereof. (b) The orders and regulations shall be in writing and take effect immediately on issuance. The temporary suspension of any statute, ordinance, regulation, or rule shall remain in effect until the order or regulation is rescinded by the Governor, the Governor proclaims the termination of the state of emergency, or for a period of 60 days, whichever occurs first.
8628. During a state of emergency the Governor may direct all agencies of the state government to utilize and employ state personnel, equipment, and facilities for the performance of any and all activities designed to prevent or alleviate actual and 541
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threatened damage due to the emergency; and he may direct such agencies to provide supplemental services and equipment to political subdivisions to restore any services which must be restored in order to provide for the health and safety of the citizens of the affected area. Any agency so directed by the Governor may expend any of the moneys which have been appropriated to it in performing such activities, irrespective of the particular purpose for which the money was appropriated. 8629. The Governor shall proclaim the termination of a state of emergency at the earliest possible date that conditions warrant. All of the powers granted the Governor by this chapter with respect to a state of emergency shall terminate when the state of emergency has been terminated by proclamation of the Governor or by concurrent resolution of the Legislature declaring it at an end.

11.1.3 California Government Code, Section 8620 – 8624
State of War Emergency:
8620. During a state of war emergency the Governor shall have complete authority over all agencies of the state government and the right to exercise within the area or regions designated all police power vested in the state by the Constitution and laws of the State of California in order to effectuate the purposes of this chapter. In exercise thereof he shall promulgate, issue, and enforce such orders and regulations, as he deems necessary for the protection of life and property, in accordance with the provisions of Section 8567.
8621. During a state of war emergency every department, commission, agency, board, officer, and employee of the state government and of every political subdivision, county, city and county, or city, public district, and public corporation of or in the state is required to comply with the lawful orders and regulations of the Governor made or given within the limits of his authority as provided for herein.

Every such officer or employee who refuses or willfully neglects to obey any such order or regulation of the Governor, or who willfully resists, delays, or obstructs the Governor in the discharge of any of his functions hereunder, is guilty of a misdemeanor. In the event that any such officer or employee shall refuse or willfully neglect to obey any such order or regulation, the Governor may by his order temporarily suspend him from the performance of any and all the rights, obligations, and duties of his office or position for the remainder of the period of the state of war emergency, and the Governor may thereupon designate the person who shall carry on the rights, obligations, and duties of the office or position for the duration of such suspension. 8622. During a state of war emergency, the Governor, any state agency, or any agency acting under the authority of this chapter may exercise outside the territorial limits of this state any of the powers conferred upon him or it by or pursuant to this chapter. 8623. During a state of war emergency, any person holding a license, certificate, or other permit issued by any state evidencing the meeting of the qualifications of such state for professional, mechanical, or other skills, may render aid involving such skill to meet the emergency as fully as if such license, certificate, or other permit had been 542
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issued in this state if a substantially similar license, certificate, or other permit is issued in this state to applicants possessing the same professional, mechanical, or other skills. 8624. (a) Whenever it appears that a state of war emergency will continue for more than seven days, the Governor shall call a meeting of the Emergency Council not later than the seventh day.
(b) All of the powers granted the Governor by this chapter with respect to a state of war emergency shall terminate when:
(1) The state of war emergency has been terminated by proclamation of the Governor or by concurrent resolution of the Legislature declaring it at an end; or (2) The Governor has failed to call a meeting of the Emergency Council within the period prescribed in subdivision (a) of this section; or (3) The Governor has not within 30 days after the beginning of such state of war emergency issued a call for a special session of the Legislature for the purpose of legislating on subjects relating to such state of war emergency, except when the Legislature is already convened with power to legislate on such subjects.

11.1.4 Riverside County Emergency Services Ordinance 533.5 ARTICLE III. EMERGENCY MANAGEMENT ORGANIZATION
Section 3.1. The Riverside County "Emergency Management Organization" consists of all officers and employees of the County of Riverside, its agencies, and of the cities and special districts of Riverside County, together with all volunteers and all groups, organizations and persons commandeered under the provisions of the California Emergency Services Act and this ordinance, with all equipment and material publicly owned, volunteered, commandeered or in any way under the control of the aforementioned personnel, for the support of the aforementioned personnel in the conduct of emergency operations.

Section 3.2. The Riverside County Emergency Management Organization shall be activated, and function only:
a. Upon the existence of a "State of War Emergency";
b. Upon the declaration by the Governor of the State of California, or of persons authorized to act in his/her stead, of a "State of Emergency" affecting and including Riverside County; or
c. Upon the declaration of a "Local Emergency" by the Board of Supervisors of Riverside County, or by persons herein authorized to act in its stead. d. Upon the declaration of a "Public Health Emergency" by the Board of Supervisors of Riverside County, or by persons herein authorized to act in its stead. e. Two or more cities within the Operational Area have declared or proclaimed a local emergency.
f. The Operational Area is requesting resources from outside its boundaries, except those resources used in normal day-to-day operations which are obtained through existing agreements providing for the exchange or furnishing of certain types of 543
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facilities and services on a reimbursable, exchange, or other basis as provided for under the Master Mutual Aid Agreement;
g. The Operational Area has received resource requests from outside its boundaries, except those resources used in normal day-to-day operations which are obtained through existing agreements for the exchange or furnishing of certain types of facilities and services on a reimbursable, exchange, or other basis as provided for under the Master Mutual Aid Agreement.

Section 3.3. The Emergency Management Organization shall be composed of such elements as are provided for in the County of Riverside Emergency Operations Plan.

The Emergency Operations Plan shall provide for the organization of the Emergency Management Organization, utilizing the concepts of the Standardized Emergency Management System (SEMS). The Officers of the County of Riverside shall have the duty and authority to plan for the mobilization, operation and support of that segment of the Emergency Management Organization for which each is responsible as provided for in the Emergency Plan.

ARTICLE IV. DISASTER COUNCIL
Section 4.1. The Chair of the Board of Supervisors shall serve as the Chair of the Disaster Council.

Section 4.2. The line of succession for Chair of the Board In their absence, or upon their inability to act, the Chair of the Board shall automatically be succeeded as Chair of the Disaster Council by the following officials in the order named:
a. Vice-Chair, Board of Supervisors;
b. Remaining County Supervisors in the sequence of the numbers of their respective Supervisorial Districts, unless said Board shall otherwise determine; c. Standby Officers are excluded from the line of succession for the Chairman of the Board of Supervisors, unless said Board shall otherwise determine.

Section 4.3. The Riverside County Disaster Council consists of the following persons:
a. Chairperson - Board of Supervisors
b. Disaster Council Chair of each incorporated city in Riverside County; c. County Executive Officer
d. District Attorney
e. County Counsel
f. Director - DPSS
g. County Fire Chief
h. Sheriff
i. CHA Director
j. Director - Human Resources
k. Director - County Flood Control
l. Director – TLMA
m. Director – Public Health
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n. Director – Mental Health
o. Additional members may be appointed by the Board of Supervisors and may include:

1. Military Representative

2. County Superintendent of Schools

3. The American Red Cross

4. Such additional individuals or businesses of Riverside County as the Board of Supervisors may appoint as "members at large".
n. The Deputy Director, Office of Emergency Services or designee shall be the Secretary and provide technical guidance.

Section 4.4. The Disaster Council shall have power to:
a. Elect a Vice-Chair and such other officers as it shall deem necessary; b. Enact its own rules of procedures;
c. Review and recommend for adoption to the Board of Supervisors those emergency and mutual aid plans, agreements, ordinances, resolutions, and regulations as it shall deem necessary to implement such plans and agreements, and any necessary amendments to those documents.

Section 4.5 Additional duties of the Disaster Council include:
a. Assess and coordinate disaster related training relating specifically to the unincorporated areas of the County of Riverside.
b. Develop plans for meeting any condition constituting a local emergency or state of emergency, including, but not limited to, earthquakes, natural, or manmade disasters.
c. Evaluate the potential hazards within the County and assist in the development of response plans relating to those hazards.
d. Review and approve the County of Riverside Emergency Operations Plan. e. Develop and approve plans providing for the effective mobilization of all of the resources within the political subdivision, both public and private. f. By ordinance, provide for the organization, powers and duties, divisions, services, and staff of the County’s emergency organization.
g. Act as an advisory board to the EOC Policy Group during a declared disaster as deemed necessary by the Chairperson of the Board or the Director of Emergency Services.
h. Certify Disaster Service Workers through the County Office of Emergency Services under authority of Section 3211.9 of the California Labor Code.

Section 4.6. The Disaster Council shall meet annually or upon call of the Chair, or in his/her absence or inability to call such a meeting, upon the call of the Vice-Chair.

Section 4.7. During a "State of War Emergency", "State of Emergency" or a "Local Emergency", the Chair of the Disaster Council or the Director of Emergency Services may call upon the Disaster Council to meet with the EOC Policy Group to act as an advisory group on issues as determined by the Director of Emergency Services or the Disaster Council Chair.
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ARTICLE V. DIRECTOR OF EMERGENCY SERVICES
Section 5.1. The Director of Emergency Services shall mean that person designated in a resolution adopted pursuant to Government Code Section 8610 by the Board of Supervisors to provide direction and control of the Riverside County Emergency Organization, during times of emergency or disaster. The County Chief Executive Officer shall be the Director of Emergency Services.

Section 5.2. The line of succession for the Director of Emergency Services, in the absence of the County Chief Executive Officer, or inability to act, shall automatically be succeeded by the following officials in the order named. A designee may not fill the position of Director of Emergency Services without the approval of the County Chief Executive Officer or the Chair of the Board of Supervisors. a. Assistant County Chief Executive Officer
b. Sheriff
c. County Fire Chief
d. Public Health Officer
e. Director - TLMA
f. Director - Public Social Services (Welfare)
Section 5.3. The Director of Emergency Services shall have the following powers and duties:
a. To make key appointments, subject to the approval of the Board of Supervisors, within the Emergency Management Organization;
b. Request the Board of Supervisors to proclaim the existence of a "Local Emergency" if said Board is in session, or to issue such proclamation if said Board is not in session. Whenever a "Local Emergency" is proclaimed by the Director of Emergency Services, the Board of Supervisors shall take action to ratify the proclamation within seven days thereafter or the proclamation shall have no further force or effect;
c. During the existence of "State of War Emergency", or the proclaimed existence of a "State of Emergency" or a "Local Emergency" affecting Riverside County or the Riverside County Operational Area to:

1. Control and direct the activities of the Riverside County Emergency Management Organization;

2. Use all County resources for the preservation of life and property and to reduce the effects of emergency;

3. Resolve questions of authority and responsibility that may arise in emergency operations;

4. Obtain vital supplies, equipment and other resources needed for the preservation of life and property by either binding the County for the fair value thereof or by commandeering same;

5. To delegate to elected and appointed officials of the County of Riverside such duties and authorities as he deems necessary;
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6. To make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by any conditions proclaimed as provided herein;

7. To require emergency services of any county officer or employee, and to command the aid of as many citizens of the County of Riverside as the Director deems necessary in the execution of his/her duties;

8. To exercise complete authority over the County and to exercise all police power vested in the County by the Constitution and general laws;

9. In addition to the powers granted herein, the Director of Emergency Services shall have such powers incidental to the performance of said duties as shall be necessary to allow for the carrying out of the Emergency Plan of the County of Riverside, it being the intent that the enumerated powers herein are not intended to be limitations upon the Director's powers.

ARTICLE VI. RESPONSIBILITIES OF THE FIRE CHIEF
Section 6.1. The Fire Chief, through the Deputy Director, Office of Emergency Services (or designee), shall, prior to the existence of a "Local Emergency":
a. Support and coordinate the activities of Operational Area, the Operational Area Planning Committee, and its subcommittees;
b. Develop, coordinate, and bear primary responsibility for basic planning to provide for the use of all governmental entities, resources and equipment; all commercial and industrial resources; and all such special groups, bodies and organizations as may be needed to support disaster operations;
c. Develop and coordinate such emergency training programs and exercises as may be needed;
d. Develop and coordinate a public information program designed for self-protection; e. Coordinate planning and training with federal, state, and other county and city emergency agencies, Red Cross, and with appropriate elements of the Armed Forces;
f. Develop such standby ordinances, rules and regulations as planning may dictate as being necessary and shall bring said instruments to the Board of Supervisors, recommending their enactment;
g. Recommend to the Riverside County Disaster Council matters for consideration within the purview of said Council's responsibilities;
h. Recommend to the Board of Supervisors matters of policy for consideration insofar as they relate to the planning process for emergency services; i. Assign duties and authorities to personnel of the Office Emergency Services; j. Implement the Standardized Emergency Management System (SEMS) as the method of organization in all said plans and activities; k. Ensure that the County's Emergency Plan is kept up to date, and that current emergency management concepts are applied.

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Office of Emergency Services shall:
a. Serve as staff advisor to the Director of Emergency Services and the EOC Policy Group;
b. Recommend to said Director of Emergency Services operating decisions and policies in the operation of the County Emergency Management Organization; c. Provide for the coordination and facilitation of personnel and materiel resources as directed by said Director of Emergency Services;
d. Perform such duties, in the scope of disaster management, as may be assigned by said Director of Emergency Services.

ARTICLE VIII. COUNTY OFFICE OF EMERGENCY SERVICES
Section 7.1. There is hereby created the Riverside County Fire Department, Office of Emergency Services, which is responsible for the administration of all matters relating to the County’s emergency management program to include the plan writing and review of the County's Emergency Operations Plan.

Section 7.2. There is hereby established the position of Deputy Director, Office of Emergency Services (OES) which shall be filled by appointment by the Fire Chief and ratified by the Board of Supervisors.
a. This position shall administer the day-to-day activities of the County Office of Emergency Services and will be responsible to ensure emergency management duties under the State Office of Emergency Services (OES) and Federal Emergency Management Agency (FEMA) guidelines are applied wherever applicable; b. The County Fire Chief, the Deputy Director, the County Chief Executive Officer, shall act as "applicant agent" to the State Office of Emergency Services or Federal Emergency Management Agency;
c. The Deputy Director, OES shall report to the County Fire Chief; d. The Deputy Director, OES, or a designated member of his/her staff, will attend any multi-agency coordination meetings to provide the briefing on the nature and scope of the disaster, the progress made to date on control measures and the status of available resources;
e. The Deputy Director, OES, or designed staff member will serve as a technical advisor to the Riverside County Director of Emergency Services and any multiagency coordination meetings.

ARTICLE VII. RIVERSIDE COUNTY OPERATIONAL AREA
Section 8.1. The "Riverside County Operational Area" is an intermediate level of the state emergency services organization consisting of the County of Riverside, all political subdivisions, and those special districts that have signed an agreement and become part of the Operational Area within the geographic boundaries of Riverside County. The "Riverside County Operational Area" is used for the coordination of emergency activities and to serve as the link in the system of communications and coordination between the state's emergency operation centers and the emergency operation centers of the county 548
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and the political subdivisions comprising the "Riverside County Operational Area".

Section 8.2. The county government shall serve as the lead agency of the "Riverside County Operational Area" unless another member agency of the operational area assumes that responsibility by written agreement with county government.

Section 8.3. The operational area authority and responsibility under the Standardized Emergency Management System shall not be affected by non-participation of any local government(s) within the operational area.

Section 8.4. As the lead agency, the county government shall:
a. Coordinate information, resources and priorities among local governments within the operational area.
b. Coordinate information, resources and priorities between the regional level and the local government level. Coordination of fire and law enforcement resources shall be accomplished through their respective mutual aid systems. c. Use multi-agency coordination to facilitate decisions for overall operational level emergency response activities.
d. Provide for an Operational Area EOC, which may be co-located with the County EOC.
e. Coordinate resources within the county not covered by normal law or fire mutual aid.

Section 8.5. The Operational Area EOC shall be activated and SEMS used when any of the following conditions exist:
a. A local government within the Operational Area has activated its EOC and requested activation of the Operational Area EOC to support emergency operations; b. Two or more cities within the Operational Area have declared or proclaimed a local emergency;
c. The county and one or more cities have declared or proclaimed a local emergency; d. A city, city and county, or county has requested a governor's proclamation of a state of emergency, as defined in Government Code Section 8558(b); e. A state of emergency is proclaimed by the governor for the county or two or more cities within the Operational Area;
f. The Operational Area is requesting resources from outside its boundaries, except those resources used in normal day-to-day operations which are obtained through existing agreements providing for the exchange or furnishing of certain types of facilities and services on a reimbursable, exchange, or other basis as provided for under the Master Mutual Aid Agreement;
g. The Operational Area has received resource requests from outside its boundaries, except those resources used in normal day-to-day operations which are obtained through existing agreements for the exchange or furnishing of certain types of facilities and services on a reimbursable, exchange, or other basis as provided for under the Master Mutual Aid Agreement.

Section 8.6. The Operational Area Planning Committee (OAPC) is established by the 549
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Board of Supervisors to oversee the activities of the Riverside County Operational Area.

Membership in the committee shall consist of designated County Departments, all cities within Riverside County, and all Special Districts who have signed an Operational Area Agreement. The OAPC shall establish a set of by-laws governing membership, voting, and grant review and funding policies.

Section 8.7. The Operational Area Planning Committee is responsible for the oversight of all grant funds directed to the Operational Area from various federal and state agencies sources. The Operational Area Planning Committee shall establish subcommittee(s) as needed to determine the scope of these grants, the method of distribution of these funds, and to review and approve requests for these funds.

ARTICLE IX. POWERS OF SUCCESSION
Section 9.1. Each person who shall succeed to each position of office as provided herein, and as provided in the Emergency Operations Plan of the County of Riverside, shall assume all of the powers and duties of the office succeeded to immediately upon such succession.

ARTICLE X. ORDERS OF MEMBERS
Section 10.1. During the existence of a "State of War Emergency" or a proclaimed "State of Emergency" or "Local Emergency" affecting Riverside County, each member of the County Emergency Management Organization shall have authority to require that all persons shall follow reasonable orders given within the scope of functions in order to execute the Emergency Plan of the County of Riverside, and the willful failure of any person to follow such reasonable order or orders shall be a misdemeanor punishable by a fine of not more than $1,000.00 or by imprisonment for not more than 6 months or both.

ARTICLE XI. CONTINUITY OF GOVERNMENT
Section 11.1. The line of succession for key personnel of the government of the County of Riverside shall be:
a. In the absence of the Chair of the Board of Supervisors, or upon inability to act, the Chair of the Board shall automatically be succeeded by the following officials in the order named:

1. Vice-Chairman of the Board of Supervisors

2. The remaining County Supervisors followed consecutively in the sequence of the numbers of their respective Supervisorial Districts
b. Standby Officers are excluded from the line of succession for the Chairman of the Board of Supervisors.
c. For other elected officials, in order of descending authority among existing subordinates, and thereafter as provided by the Board of Supervisors. 550
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Section 11.2. Standby Officers
a. Each member of the Board of Supervisors, pursuant to Section 8638 of the Government Code, has the authority to appoint one to three standby officers to act as a successor for that member of the Board.
b. Standby Officers shall be appointed yearly.
c. If more than one Standby Officer is appointed by a Board member, the Standby Officers shall be designated as successor 1, 2, and 3.

1. Standby Offices shall succeed their Board member based on their designation. d. In accordance with Section 8640 of the Government Code, each Standby Officer shall take an oath of office required for the position they have been selected for as a successor.

Section 11.3. The City of Indio is hereby designated as the alternate seat of government for the County of Riverside. The alternate seat shall be used at the determination of the Board of Supervisors or the Director of Emergency Services when there is no ability to continue with County business from a location within the general jurisdiction of the City of Riverside due to war or peacetime emergencies. If the alternate seat for the County of Riverside is activated, all business of the County transacted there shall be legal and binding as if transacted at the county seat.

Section 11.4. Two emergency operating centers shall be maintained to meet emergency contingencies, and shall be maintained in accordance with Board Policy H14. One of these is to be located at the county seat and the other at the alternate seat of government.

ARTICLE XII. EMERGENCY PROCLAMATIONS
Section 12.1. By resolution adopted pursuant to this Article, the Board of Supervisors shall designate a Director of Emergency Services. The Director of Emergency Services shall have the power to declare a proclamation of a “State of Emergency” or "Local Emergency”.

Section 12.2. If the Board of Supervisors is in session, the Director of Emergency Services shall request that the Board of Supervisors proclaim the existence or threatened existence of a "local emergency," and recommend that the Board of Supervisors request that the Governor proclaim a "state of emergency" when, in the opinion of the Director of Emergency Services, the locally available resources are inadequate to cope with the emergency.

Section 12.3. In the event the Board of Supervisors is not in session, the Director of Emergency Services shall have the authority to issue a proclamation of a “local emergency”.

Section 12.4. Whenever the Director of Emergency Services proclaims a “Local Emergency”, the Board of Supervisors shall take action to ratify the proclamation within 551
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seven days thereafter or the proclamation shall have no further force or effect.

Section 12.5. The Board of Supervisors must review, at least every 14 days, the continuing existence of the emergency. They must also terminate the emergency declaration at the earliest possible date that conditions warrant.

ARTICLE XIII. POWERS AND AUTHORITY OF THE COUNTY HEALTH

OFFICER
Section 13.1. The County Health Officer may declare a "Public Health Emergency" in the County or any area in the County when there has been a event as described in Section 2.1 (l) of this ordinance and/or as defined in Section 101080 of the California Health and Safety Code and health officer reasonably determines that the event is an immediate threat to the public health, the local health officer may declare a public health emergency in the county or any area thereof affected by the threat to the public health.

Section 13.2. The "Public Health Emergency" declaration shall not remain in effect for a period in excess of seven days unless the board of supervisors has ratified it.

Section 13.3. The Board of Supervisors shall review, at least every 14 days until the local health emergency is terminated, the need for continuing the local health emergency and shall proclaim the termination of the local health emergency at the earliest possible date that conditions warrant the termination. They must also terminate the declaration at the earliest possible date that conditions warrant.

Section 13.4. Section 101040 of the California Government Code states that the County Health Officer may take any preventive measure that may be necessary to protect and preserve the public from any public health hazard during any “state of war emergency,” “state of emergency,” or “local emergency,” as defined by Section 8558 of the Government Code, within his or her jurisdiction. "Preventive measure” means abatement, correction, removal, or any other protective step that may be taken against any public health hazard that is caused by a disaster and affects the public health.

Funds for these measures may be allowed pursuant to Sections 29127 to 29131, inclusive, and 53021 to 53023, inclusive, of the Government Code, and from any other money appropriated by a County Board of Supervisors or a City governing body to carry out the purposes of Section 101040. The County Health Officer, upon consent of the County Board of Supervisors or a City governing body, may certify any public health hazard resulting from any disaster condition if certification is required for any Federal or State disaster relief program.

Section 13.5. The County Health Officer shall manage the event in accordance with the Standardized Emergency Management System (SEMS), which is the official statewide method for disaster response management. According to the Emergency Services Act section 8607 (e) (1), "each local agency, in order to be eligible for any funding of response-related costs under disaster assistance programs, shall use the standardized 552
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emergency management system to coordinate multiple jurisdiction or multiple agency operations."
Section 13.6. The County Health Officer shall establish a line of succession for the position of County Health Officer.

Section 13.7. In the absence of a County Health Officer or designee, the County Director of Emergency Services shall act as and have the authority of the County Health Officer.

ARTICLE XIV. PENALTIES
Section 14.1. It shall be a misdemeanor and shall be punishable by a fine of not more than $1,000 or by imprisonment for not more than 6 months, or both, for any person during an emergency:
a. Willfully to obstruct, hinder or delay any member of the Riverside County Emergency Management Organization in the enforcement of any lawful rule, regulation or order issued pursuant to this ordinance, or in the performance of any duty imposed upon by virtue of this ordinance;
b. To do any act forbidden by any lawful rule, regulation or order issued pursuant to this ordinance; if such act is of such a nature as to give, or be likely to give, assistance to the enemy, or to imperil life or property, or to prevent, hinder, or delay the defense or protection of person or property;
c. To wear, carry or display, without authority, any means of identification specified by the County of Riverside and/or disaster agencies of the Federal or State Governments.

ARTICLE XV. SEVERABILITY
Section 15.1. If any provision of this chapter or application thereof to any person or circumstances is held invalid, such invalidity shall not affect other provisions or applications, and to this and the provisions of this chapter are declared to be severable.

Adopted: 533 Item 37 of 08/24/1771 (Eff: 09/23/1971)
Amended: 533.1 Item 6.1 of 06/10/1975 (Eff: 07/10/1975) 533.2 Item 3.4 of 07/02/1985 (Eff: 08/01/1985)
533.3 Item 3.9 of 11/15/1988 (Eff: 12/15/1988)
533.4 Item 3.4 of 08/15/1995 (Eff: 09/14/1995)
533.5 Item 3.52 of 08/23/2005 (Eff: 09/21/2005)
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11.1.5 City of Banning Emergency Services Ordinance 1378 AMENDING CHAPTER 6A OF THE BANNING

ORDINANCE CODE RELATING TO DISASTER

OPERATIONS AND RELIEF

BE IT ORDAINED, by the City Council of the City of Banning as follows:

SECTION 1. Chapter 6A of the Banning Ordinance Code is hereby deleted in its entirety and replaced by the following:

“CHAPTER 6A

DISASTER OPERATIONS AND RELIEF
Sec. 6A-1. Purpose
The purpose of this chapter is to provide for the preparation and carrying out of plans for the protection of persons and property within the City in the event of an emergency, including the direction of the emergency organization and the coordination of the emergency functions of this City, with all other public agencies, corporations, organizations and affected private persons.

Sec. 6A-2. Definitions
As used in this chapter, “emergency” shall mean the actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within this City caused by such conditions as air pollution, fire, flood, storms, epidemic, riot, earthquake, or other conditions, including conditions resulting from a labor controversy, which conditions are or likely to be beyond the control of the services, personnel, equipment, and facilities of this city, requiring the combined forces of other political subdivisions to combat.

Sec. 6A-3. Disaster Council powers and duties
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Council, is hereby created.

It shall be the duty of the City of Banning Disaster Council, and it is hereby empowered, to develop and recommend for adoption by the City Council, emergency and mutual aid plans and agreements and such ordinances, resolutions, rules and regulations as are necessary to implement such plans and agreements.

The Disaster Council shall meet upon call of the Chairperson or, in his or her absence from the City or inability to call such meeting, upon call of the ViceChairperson or his designee. All meetings of the Disaster Council shall be held and conducted in accordance with the provisions of the Ralph M. Brown Act, Government Code Sections 54950 et seq.

Sec. 6A-4. Emergency Services Division
Hereby created are the Office of Director of Emergency Services, who shall be the City Manager; the Office of Assistant Director of Emergency Services, who shall be the Assistant City Manager; and the Office of Emergency Services Coordinator, who shall be appointed by the City Manager.

Sec. 6A-5. Disaster Council membership
The membership of the Disaster Council shall include:
(1) The Mayor, who shall be Chairperson;
(2) The Director of Emergency Services, who shall be ViceChairperson; (3) The Assistant Director of Emergency Services;
(4) Police Chief;
(5) Human Resource Manager;
(6) Public Works Director;
(7) Finance Director;
(8) Emergency Services Coordinator;
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(9) One member from the Superintendent’s office of the Banning Unified School District; and
(10) Such additional citizens of this City, as the City Council may appoint to be “members at large.”
Sec. 6A-6. Powers and duties of the Director, Assistant Director of Emergency Services and the Emergency Services Coordinator
(a) The Director is hereby empowered to:
(1) Request the City Council to proclaim the existence or threatened existence of a “local emergency” if the City Council is in session, or to issue such proclamation if the City Council is not in session;
(2) Request the Governor to proclaim a “state of emergency” when, in the opinion of the Director, locally available resources are inadequate to cope with the emergency;
(3) Control and, direct the effort of the emergency organization of the City for the accomplishment of the purposes of this chapter;
(4) Direct cooperation between and coordination of services and staff of the emergency organization of this City and resolve questions of authority and responsibility that may arise between them;
(5) Represent the City in all dealings with public or private agencies on matters pertaining to emergencies as defined herein;
(6) In the event of the proclamation of a “local emergency,” or the proclamation of a “state of emergency” by the Governor or the Director of the State Office of Emergency Services, or the existence of a “state of war emergency,” the Director is hereby empowered:
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(A) To make and issue rules and regulations on matters
reasonably related to the protection of life and property affected by such emergency; provided, however, such
rules and regulations shall be ratified at the earliest practicable time by the City Council, (B) To obtain vital supplies, equipment, and such other necessities found lacking and needed for the protection of life and property and to bind the City for the fair value thereof and, if required immediately, to commandeer the same for public use,
(C) To require emergency services of any City officer or employee and to command the aid of as many citizens of
this community as he deems necessary in the execution
of his duties; such persons shall be entitled to all privileges, benefits, and immunities as are provided by state law for registered disaster service workers,
(D) To requisition necessary personnel or material of any City department, and

(E) To execute all of his ordinary power as City Manager, conferred upon him by the Banning Ordinance Code or by
resolution or emergency plan adopted pursuant to this
chapter by the City Council, all powers conferred upon
him by a statute, by any agreement approved by the City Council and by any other lawful authority.

(b) The following order of succession shall take effect in the event the Director of Emergency Services is unavailable to attend meetings and otherwise perform his duties during an emergency:
(1) Assistant Director of Emergency Services
(2) Police Chief
(3) Emergency Services Coordinator
(c) The Assistant Director of Emergency Services shall have such other powers and duties as may be assigned by the Director. 557
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(d) The Emergency Services Coordinator shall, under the supervision of the Assistant Director, develop emergency plans and manage the emergency programs of this City and shall have such other powers and duties as may be assigned by the Director.

Sec. 6A-7. Appointment of Standby Officers
(A) To provide for the continuance of legislative and executive functions in the City during a state of war emergency, a state of emergency or a local emergency the City Council shall appoint three Standby Officers for each of its members. In case a Standby Office becomes vacant because of removal, death, resignation, or other cause, the City Council shall appoint another person to fill said office. Standby Officers shall be designated Nos. 1, 2, and 3 as the case may be.
(B) The qualifications of each Standby Officer should be carefully investigated, and the City Council may request the Chief of Police to aid in the investigation of any prospective appointee. No examination or investigation shall be made without the consent of the prospective appointee.

Consideration shall be given to places of residence and work, so that for each office for which Standby Officers are appointed there shall be the greatest probability of survivorship. Standby Officers may be residents or Officers of a city other than the City of Banning.
(C) Each Standby Officer shall take the oath of office required of the person occupying the office for which he/she stands by. Persons appointed as Standby Officers shall serve in their posts as Standby Officers at the pleasure of the City Council and may be removed and replaced at any time with or without cause. (D) Each Standby Officer shall have the following duties:
(1) To inform himself/herself of the duties of the office for which he/she stands by. Employees of the City shall assist him/her and shall provide each Standby Officer with a copy of this chapter.
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(2) To keep informed of the business and affairs of the City to the extent necessary to enable him/her to fill his/her post competently. For this purpose, the City may arrange
information meetings and require attendance.
(3) To immediately report himself/herself ready for duty in the event of a state of war emergency or in the event of a state of emergency or a local emergency at the place and in the
method previously designated in the City’s emergency plan. (4) To fill the post for which he/she has been appointed when the regular Council member is unavailable during a state of war emergency. Standby Officer No. 2 and 3 shall substitute in succession for Standby Officer No. 1 in the same way that said Standby Officer is substituted in place of the regular Council member. He/she shall serve until the regular Council Member becomes available or until the election or
appointment of a new regular Council Member.
(E) Should all members of the City Council, including all Standby members be unavailable, temporary officers shall be appointed to serve until a regular member or a Standby member becomes available or until election or appointment of a new regular or Standby member. Temporary officers shall be appointed as follows:
(1) By the Chairperson of the Board of Supervisors of Riverside County, and if he/she is unavailable.
(2) By the Chairperson of the Board of Supervisors of any other County within one hundred fifty miles of the City, beginning with the nearest and most populated County and going to the farthest and least populated, and if he/she is unavailable. (3) By the Mayor of any city within one hundred-fifty miles of the City, beginning with the nearest and most populated city and going to the farthest and least populated.

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(F) As used in this article, “unavailable” means that a Council Member is either killed, missing or so seriously injured as to be unable to attend meetings and otherwise perform his/her duties. Any question as to whether a particular member is unavailable shall be settled by the City Council or any remaining available members of said body (including Standby Officers who are on the City Council). (G) The Office of Mayor shall be filled by the normally elected Mayor Pro Tempore should the Mayor be unavailable. Should both the Mayor and Mayor Pro Tempore be unavailable, the Mayor shall be selected by the City Council from among the ranks of remaining elected Council Members. Standby Officers serving on the City Council shall participate in the selection of a Mayor.

The selected person shall serve until the elected Mayor becomes available or until the election of a new Mayor.

Sec. 6A-8. Emergency organization
The emergency management organization shall consist of the following:
(1) City Manager/acting City Manager
(2) Emergency Services Coordinator/acting Emergency Services Coordinator
(3) Police Chief/acting Police Chief
(4) Public Works Director/acting Public Works Director
All officers and employees of the City, together with those volunteer forces enrolled to aid them during an emergency, and all groups, organizations, and persons who may by agreement or operation of law, including persons impressed into service under provisions of this chapter, be charged with duties incident to the protection of life and property in the City during such emergency, shall constitute the emergency organization of the City.

Sec. 6A-9. Emergency plan
The City of Banning Disaster Council shall be responsible for the development of the City’s emergency plan, which shall provide for the effective mobilization of all 560
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of the resources of this City, both public and private, to meet any conditions constituting a local emergency, state of emergency, or state of war emergency; and shall provide for the organization, powers and duties, services, and staff of the emergency organization. Such plan shall take effect upon adoption by resolution of the City Council.

Sec. 6A-10. Designation of the Emergency Operations Centers It is hereby designated that, in the event of an emergency, the city building located at 128 E. Ramsey St. shall be designated as the primary Emergency Operations Center (EOC) for the City.

Should that building be deemed unsafe to occupy, then the alternate EOC will be the City building at 176 E. Lincoln Street. The building at 176 E. Lincoln Street is also hereby designated as a Department Operations Center (DOC), to be utilized to help control City activities in conjunction with the EOC.

Sec. 6A-11. Expenditures
Any expenditure made in connection with emergency activities, including mutual aid activities, shall be deemed conclusively to be for the direct protection and benefit of the inhabitants and property of the City.

Sec. 6A-12. Punishment for violation
It shall be a misdemeanor, punishable by a fine of not to exceed one thousand dollars, or by imprisonment for not to exceed six months, or both, for any person, during an emergency, to:
(1) Willfully obstruct, hinder, or delay any member of the emergency organization in the enforcement of any lawful rule or regulation issued pursuant to this chapter, or in the performance of any duty imposed upon him by virtue of this chapter;
(2) Do any act forbidden by any lawful rule or regulation issued pursuant to this chapter, if such act is of such a nature as to give or be likely to give assistance to the enemy or to imperil the lives or property of inhabitants of this City, or to prevent, hinder, or delay the defense or protection thereof;
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identification specified by the emergency agency of the state.

Sec. 6A-13. Severability
If any provision of this chapter or the application thereof to any person or circumstance is held invalid, such action shall not affect other provisions of this chapter or applications, and to this end the provisions of this chapter are declared to be severable.

Section
The Mayor shall sign this ordinance and the City Clerk shall attest thereto and shall within fifteen days of its adoption cause it, or a summary of it, to be published in the Record Gazette, a newspaper published and circulated in the City. Thereupon this ordinance shall take effect 30 days after adoption and be in force and effect according to law.

PASSED, APPROVED, AND ADOPTED this __________ day of
_____________, 20___.

Debbie Franklin, Mayor
City of Banning, California

APPROVED AS TO FORM AND
CONTENT:

David AleshireCity Attorney
ATTEST:

City Clerk
Marie A. Calderon
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APPENDIX A: ABBREVIATIONS AND ACRONYMS
ACS Auxiliary Communications Services
CLERS California Law Enforcement Radio System
CLETS California Law Enforcement Telecommunications System DOC Departmental Operations Center
DSR Damage Survey Report
EAS Emergency Alert System
EMS Emergency Medical Services
EDIS Emergency Digital Information System
EOC Emergency Operations Center
EOP Emergency Operations Plan
EPI Emergency Public Information
ETA Estimated Time of Arrival
FCC Federal Communications Commission
GAR Governor’s Authorized Representative
HMC Hazard Mitigation Coordinator
HSPD Homeland Security Presidential Directive
IAP Action Plan
ICS Incident Command System
IDE Initial Damage Estimate
IMS Incident Management System
JIC Joint Information Center
LHMP Local Hazard Mitigation Plan
NAWAS National Warning System
NCIC National Crime Information Center
NDAA Natural Disaster Assistance Act
NEPA National Environmental Policy Act
NFIP National Flood Insurance Program
NIMS National Incident Management System
OA Operational Area
OASIS Operational Area Satellite Information System
OES Office of Emergency Services
P.L. Public Law
PIO Public Information Officer
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RDMHC Regional Disaster Medical Health Coordinator
REOC Region Emergency Operations Center
RIMS Response Information Management System
SEMS Standardized Emergency Management System
SHMC State Hazard Mitigation Coordinator
SOP Standard Operating Procedures
WMD Weapons of Mass Destruction
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APPENDIX B: FLASH REPORT

RIVERSIDE OPERATIONAL AREA

FLASH REPORT

1. Reporting Jurisdiction/Agency: City of Banning Time: _____________

(Circle the appropriate response)

2. Type of Incident: Earthquake / Flood / Fire / Hazmat / Other:

3. Initial Damage Estimate: None / Light / Medium / Heavy / Unknown

4. Casualties: None / Light / Medium / Heavy / Unknown

5. Major Highways/Road: None / Light / Medium / Heavy / Unknown

6. Airfields: None / Light / Medium / Heavy / Unknown

7. Telephone Systems: None / Light / Medium / Heavy / Unknown

8. Radio Systems: None / Light / Medium / Heavy / Unknown

9. Utility Systems: None / Light / Medium / Heavy / Unknown

10. EOC Activated? Yes/ No / Pending If Yes, Date & Time:

11. NEGATIVE REPORT
REMARKS/COMMENTS:
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APPENDIX C: SITUATION REPORT
RIVCO OA Form 11

RIVERSIDE OPERATIONAL AREA

SITUATION REPORT

1. Reporting Jurisdiction: City of Banning Report Date/Time:

2. Type of Incident:

3. Area Affected:

4. Population Status:
a. # Dead: b. # Injured: c. # Evacuated: d. # Homeless:

5. Evacuation Center Locations

6. EOC Status:
a. EOC activated?
b. EOC location:
c. RACES present? d. FIRE present? e. LAW present?
f. EOC POC (Name): g. EOC phone: h. EOC FAX:

I. EOC radio freq:

7. Major Highways Closed:

8. Major Local Roads Closed:

9. Airfield Status:

10. Utility Status: (attach additional pages if needed) Type # People Affected Affected Areas Status

RIVCO OA Form 11

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RIVERSIDE OPERATIONAL AREA

SITUATION REPORT

11. Local Government Action:
a. Proclamation of Local Emergency? YES NO
b. Date: Note: (If unknown, give estimate)
c. Proclaimed by: (Name and/or Position)

12. Predicated Future Resource Requests:

TYPE QUANTITY

13. Special Problems or Comments
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APPENDIX D: LOGISTICS REQUEST FORM
1 FROM

RIVERSIDE COUNTY OA

LOGISTICS

REQUEST
FORM
REQUESTEE # [FOR
OPTL AREA USE ONLY]:
2 TO LOGISTICS
or


TO (OTHER

AGENCY)

PRIORITY (circle one):

1. Life Threatening

2. Urgent

3. Non-urgent
REQUESTING AGENCY INFORMATION (Filled out by Requestor) 3 REQUESTING AGENCY/SECTION/UNIT: City of Banning
4 DATE/TIME OF REQUEST: 5 BY: 6 AUTHORIZED BY:
7 LOCAL INCIDENT NO#: 8 LOCAL REQUEST NO#: 9 CONTACT:

NUMBER/CALL:

INFORMATION ABOUT RESOURCES REQUIRED (Filled out by Requestor) 10 DESCRIPTION: 11 QUANTITY: 12 PRIORITY:
13 WHY NEEDED? TO DO WHAT?:
14 HOW LONG NEEDED?:

REPORTING/DELIVERY INSTRUCTIONS (Filled out by Requestor) 15 WHEN NEEDED?
DATE/TIME:
16 DELIVER TO
(NAME/TITLE):
17 PHONE:
18 DELIVERY LOCATION/
THOMAS GRID REFERENCE:
19 BEST LOCAL ACCESS ROUTE:

FOLLOW-UP INFORMATION (Filled out by Receiving Personnel) 20 REQUEST RECEIVED
(DATE/TIME):
21 RECEIVED BY:
22 POSITION:
23 ACTION TAKEN:

FILLED

REJECTED (ANSWER IN REMARKS)

FORWARDED
24 OA CONTROL#:

FORWARDING INFORMATION
25 AGENCY: 26 TELEPHONE:
27 AGENCY RESPONDING: 28 CONTACT:
29 METHOD OF DELIVERY: 30 ESTIMATED COST:
31 ESTIMATED ARRIVAL: 32 MISSION/CONTROL #:
33 ARRIVED: 34 CONDITION: 35 VERIFIED BY:
36 REMARKS:
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COPIES TO: REQUESTING UNIT  LOGISTICS  FINANCE  DOCUMENTATION 

INSTRUCTIONS FOR USE OF LOGISTICS REQUEST FORM
General Information

1. This form may be used to request any type of assistance in a disaster - personnel, equipment, supplies, or facilities.

2. Make sure the support you require is not locally available before you submit this request. Check the Resource Manual and your emergency plans.

3. The form may be used within local Emergency Operating Centers to track requests, or to request support from other cities or from the operational area.

4. The form may be sent in any existing communications mode:
- By telephone or government radio; - By facsimile;
- Via radio amateur (RACES); - Electronically.

Entered by Person Making Request:

1. ENTER the name of your agency EXAMPLE: EOC/Plans.

2. ENTER the name of the agency to which this request is being sent.

3. PRINT the name of the requesting unit. EXAMPLE: Time Unit, Police Branch, etc.

4. PRINT the date and the time you make the request. EXAMPLES: 8/15/94 22:00 or 21 OCT 94 11:15 PM

5. PRINT the name of the person making the request.

6. PRINT the name of the supervisor or Section Chief approving the request.

7. For local use. If you attach your request to your local incident number, it may help in tracking response and recovery costs. EXAMPLE: RIV PD-4 (Riverside Police Incident 4)

8. For local use, to keep a log of all requests you have made internally and externally.

9. PRINT the name and number or call sign of the person to be called for further information about this request. This may be a person at a field incident who can give more detailed information about the type of support needed, or whether a particular substitute might work.

10. PRINT a short description of the resource needed.
11 ENTER the number of items needed.

12. ENTER your evaluation of the priority of this request (See box on top right of form). Also CIRCLE the appropriate number in the box at the top right of the form.

13. DESCRIBE generally the task for which you need the resource (if the specific resource you request is not available, the Area may suggest an alternative that could perform the same kind of function).

14. ENTER the estimated length of time you may need this resource.

15. PRINT when you need this resource. Remember that it will take time to order, assemble, and transport the resource to you.

16. PRINT the name and title of the person to whom the resource should be delivered.

17. ENTER the telephone number or other communications contact channel for the person to whom the resource will be delivered.

18. PRINT the location to which the resource should be delivered. Be as complete as possible, including street number, cross street, and Thomas Brothers map grid. REMEMBER: The better you describe what you need, when you need it, and where you need it, the more likely it is that your request will be filled.

19. ENTER any special information you have about access to the delivery location, including best approaches and any detours or caution areas that the providing agency should be aware of.

Entered by Person Receiving the Request:

20. ENTER the date and time you received the request.
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21. PRINT your name.

22. PRINT your position in the Emergency Operating Center.

23. CHECK or CIRCLE the action you took: filled (enter date and time), rejected, or forwarded (if you forwarded the request to the OES Region or to another agency, fill out the following block, numbers 25 through 32).

24. ENTER the City Control Number if one is being used.

25. PRINT the name of the agency to which you forwarded the request.

26. ENTER the telephone number of the agency to which you forwarded the request.

27. PRINT the name of the agency that will actually provide the assistance.

28. PRINT the name of the contact person in the agency listed on line 27.

29. PRINT the method of delivery.

30. ENTER the projected cost of the assistance, if any.

31. ENTER the date and time the assistance is estimated to arrive at the place where it is needed.

32. ENTER any state or federal mission numbers or other reference numbers.

33. ENTER actual arrival time.

34. PRINT general condition on arrival.

35. ENTER the name of the person verifying arrival and condition.

36. PRINT any general remarks (enter number referring back to item number the remark concerns). 570
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APPENDIX E: GENERAL MESSAGE FORM
(4 COPIES – PLEASE PRESS HARD)

CITY OF BANNING

EMERGENCY OPERATIONS CENTER

GENERAL MESSAGE FORM
DATE: ___________________
CALLER: __________________________________ ❑ INJURIES:

PHONE NO: __________________________________ __________________________ ________________________________________________ __________________________ ADDRESS: __________________________________ __________________________ ________________________________________________ __________________________ CROSS STREETS: ______________________________ __________________________ ________________________________________________ __________________________ MESSAGE:

TRANSFERRED CALLER TO:

OTHER DISTRIBUTION: (circle)
MANAGEMENT WATER ELECTRIC GAS OTHER:

STAMP GOES HERE
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APPENDIX F: AFTER ACTION REPORT

QUESTIONNAIRE

QUESTION YES/NO/NA
Were procedures established and in place for response to the disaster?
Were procedures used to organize initial and ongoing
response?
Was the ICS used to manage field response?
Was Unified Command considered or used?
Was your EOC and or/DOC activated
Were sub-functions in the EOC/DOC assigned around the five SEMS functions?
Were response personnel in the EOC/DOC trained?
Were action plans used in the EOC/DOC
Was the action planning process used at the field response level?
Was there coordination with volunteer agencies such as the American Red Cross?
Was an Operational Area EOC activated?
Was Mutual Aid requested?
Was Mutual Aid received?
Was Mutual Aid coordinated from the EOC/DOC?
Was an inter-agency group established and maintained
between agencies?
Was the public alerting warning conducted according to
procedure?
Was public safety and disaster information coordinated with the media?
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Response to questions 20-24 should address area as “needing improvement and corrective action.”

20. What response actions were taken by your agency? Include such thinks as mutual aid, number of personnel, equipment and other resources:

21. As you responded, was there any part of SEMS that did not work for your agency? If so, how would (did) you change the system to meet your needs?

22. As a result of your response, are any changes needed in your plans or procedures? Please provide a brief explanation:

23. As a result of your response, please identify any specific areas not covered in the current SEMS Approved Course of Instruction or SEMS Guidelines?

24. If applicable, what recovery activities have you conducted to date? Include such things as damage assessment surveys, hazard mitigation efforts, reconstruction activities and claims filed:
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i
Table of Contents
SECTION 1: EOC ORGANIZATION AND GENERAL RESPONSIBILITIES ...... 1-1

1.1 EOC Concept of Operations ..................................................................... 1-1

1.2 EOC Location ........................................................................................... 1-1

1.3 Generic Responsibilities and Checklists ................................................... 1-3

1.3.1 EOC Activation .................................................................................................... 1-3

1.3.2 Shift Start-up ........................................................................................................ 1-3

1.3.3 Ongoing Activities ............................................................................................... 1-3

1.3.4 Shift Completion .................................................................................................. 1-4

1.3.5 Demobilization ..................................................................................................... 1-4 SECTION 2: MANAGEMENT SECTION ........................................................... 2-1

2.1 Management Section Overview ................................................................ 2-1

2.2 Management Section Position Checklists ................................................. 2-3

2.2.1 Director of Emergency Services ....................................................................... 2-3

2.2.2 Assistant Director of Emergency Services ..................................................... 2-6

2.2.3 EOC Liaison Officer .......................................................................................... 2-10

2.2.4 EOC Manager ................................................................................................... 2-12

2.2.5 Public Information Officer (PIO) ..................................................................... 2-15

2.2.6 Safety Officer ..................................................................................................... 2-19

2.2.7 Security Officer .................................................................................................. 2-22 SECTION 3: OPERATIONS SECTION .............................................................. 3-1

3.1 Operations Section Overview ................................................................... 3-1

3.2 Operations Section Position Checklists .................................................... 3-2

3.2.1 Operations Chief ................................................................................................. 3-2

3.2.2 Fire and Rescue Branch Director ..................................................................... 3-6

3.2.3 Heavy Rescue Unit Leader ............................................................................... 3-9

3.2.4 Hazardous Materials (HazMat) Unit Leader ................................................. 3-11

3.2.5 Law Enforcement Branch Director ................................................................. 3-14

3.2.6 Evacuation & Re-entry Unit Leader ............................................................... 3-17

3.2.7 Fatalities Management Unit Leader ............................................................... 3-20

3.2.8 Traffic Control Unit Leader .............................................................................. 3-22

3.2.9 Animal Control Unit Leader ............................................................................. 3-26

3.2.10 Care and Shelter Branch Director .................................................................. 3-28

3.2.11 Mass Care/Shelter Unit Leader ...................................................................... 3-31

3.2.12 Utilities Unit Leader .......................................................................................... 3-35

3.2.13 Schools Unit Leader ......................................................................................... 3-37

3.2.14 Public Works Branch Director ......................................................................... 3-40

3.2.15 Construction and Engineering Unit Leader................................................... 3-43 575
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3.2.16 Debris Removal and Route Recovery Unit Leader ..................................... 3-46

3.2.17 Flood Control Unit Leader ............................................................................... 3-49 SECTION 4: PLANNING and INTELLIGENCE SECTION ................................. 4-1

4.1 Planning and Intelligence Section Overview ............................................. 4-1

4.2 Planning and Intelligence Section Position Checklists .............................. 4-3

4.2.1 Planning and Intelligence Chief ........................................................................ 4-3

4.2.2 Situation Assessment Branch Director ............................................................ 4-8

4.2.3 Intelligence Unit Leader ................................................................................... 4-12

4.2.4 Communications & Documentation Branch Director .................................. 4-16

4.2.5 Advanced Planning Branch Director .............................................................. 4-19

4.2.6 Recovery Planning Branch Director............................................................... 4-22

4.2.7 Facility Inspection Unit ..................................................................................... 4-25

4.2.8 Technical Specialists ........................................................................................ 4-28

4.2.9 Resource Tracking Branch Director............................................................... 4-30

4.2.10 Demobilization Unit Leader ............................................................................. 4-33 SECTION 5: LOGISTICS SECTION .................................................................. 5-1

5.1 Logistics Section Overview ....................................................................... 5-1

5.2 Logistics Section Position Checklists ........................................................ 5-2

5.2.1 Logistics Chief ..................................................................................................... 5-2

5.2.2 Communications Branch Director .................................................................... 5-5

5.2.3 Message Center Unit Leader ............................................................................ 5-7

5.2.4 Information Systems Branch Director ............................................................ 5-10

5.2.5 Equipment and Transportation Branch Director .......................................... 5-12

5.2.6 Personnel and Volunteer Branch Director .................................................... 5-15

5.2.7 Procurement and Supply Branch Director .................................................... 5-18

5.2.8 Facility Support Branch Director ..................................................................... 5-21

5.2.9 EOC Support Branch Director ........................................................................ 5-24 SECTION 6: FINANCE and ADMINISTRATION SECTION ............................... 6-1

6.1 Finance and Administration Section Overview ......................................... 6-1

6.2 Finance and Administration Section Position Checklists .......................... 6-2

6.2.1 Finance and Administration Chief .................................................................... 6-2

6.2.2 Purchasing Branch Director .............................................................................. 6-5

6.2.3 Compensation and Claims Branch Director ................................................... 6-8

6.2.4 Risk Management Unit Leader ....................................................................... 6-10

6.2.5 Accounting and Record-Keeping Branch Director ...................................... 6-12

6.2.6 Time Recording Unit Leader ........................................................................... 6-15

6.2.7 Cost Accounting Unit Leader .......................................................................... 6-18

6.2.8 Damage Survey Reports (DSR) Record-Keeping Unit Leader ................. 6-23 SECTION 7: GENERAL REFERENCE INFORMATION .................................... 7-1 576
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7.1 City Proclamation ..................................................................................... 7-1

7.2 Management Section Support Documentation ......................................... 7-3

7.2.1 Governor’s Orders and Regulations ................................................................ 7-3

7.3 California Master Mutual Aid Agreement ................................................ 7-10 List of Figures
Figure 1-1: EOC Detailed Organization Chart ......................................................... 1-3 577
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SECTION 1: EOC ORGANIZATION AND GENERAL

RESPONSIBILITIES

1.1 EOC Concept of Operations
During an emergency in the City of Banning, operations are coordinated from the City’s Emergency Operations Center (EOC). The EOC is the location that centralizes the collection and dissemination of information about the emergency and makes policy-level decisions about response priorities and the allocation of resources.

The following functions are performed in the City of Banning EOC:

Analysis, evaluation, reporting, and assessment of all data pertaining to emergency operations.

Coordinating emergency response operations.

Receiving warning information from a variety of Government and private sources and issuing alerts and warnings to the public as required.
Serving as the central point for providing emergency information and instructions to the public.

Coordinating the operational and logistical support of City resources committed to the emergency.

Maintaining contact and coordination with other local government EOCs and Riverside County EOC.

Collecting information from, and disseminating information to other jurisdictions, State agencies, military, and Federal agencies.

1.2 EOC Location
The EOC is located at the Police Department at 128 E. Ramsey St. The alternate EOC is located at Banning City Yard at 176 E. Lincoln St. The City ESC is responsible for maintaining operations of each emergency facility ensuring it is always in a ready state of operation.
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EOC Organizational Structure
Figure 1-1 below depicts the City of Banning EOC organizational structure. 579
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1.3 Generic Responsibilities and Checklists
The following sub-sections contain checklists that may be used by all positions in the EOC. Position-specific checklists are contained in the following sections describing the responsibilities for the individual positions.

1.3.1 EOC Activation
The following activities must be performed by each EOC staff member upon activation of the EOC.

Receive assignment and briefing from your immediate superior as designated by the attached EOC organization chart.

Determine your personal operating location and set up as necessary.
Report to the Director of Emergency Services, EOC Manager, your Section Chief, or your Branch Director as appropriate.

Review this checklist and your specific position checklists.
Put on your position identifier (vest or name tag).

Open and maintain an Activity Log by documenting all actions and decisions. Turn Activity Log(s) into the Planning and Intelligence Chief when completed and/or at the end of shift.

1.3.2 Shift Start-up
Each EOC staff member at the start of each shift must perform the following activities:

Sign into the EOC on the EOC logbook.

Put on your position identified (vest or name tag).

Report to your Section Chief or Branch Director for any updates or assignments.
Review relevant reports to get an updated assessment of the situation as it applies to your staff position.

If applicable, receive a debriefing from the staff member that you are relieving.

1.3.3 Ongoing Activities
All EOC members should perform the following activities as part of their normal operations:

Participate in all applicable Section and Branch meetings. 580
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Obtain copies of all EOC Action Plans.

Document all actions and decisions on an activity log.
Maintain all required records and documentation to support the After-Action Report and the history of the incident:
o Messages received
o Actions taken
o Decision justification and documentation
o Requests filled

Refer all contacts with the media to the Public Information Officer.
Work with your Supervisor and Section Chief if you require additional staffing for your function.

Request additional resources as needed (computer, phone lines, fax, printer, etc.) through the appropriate Section Unit.

Observe and assist staff that exhibit signs of stress or fatigue. Report concerns to the appropriate Section Chief or Director of Emergency Services.
Participate in a Critical Incident Stress Debriefing session when conducted.

1.3.4 Shift Completion
Each EOC staff member upon completion of their shift must perform the following activities:

Ensure that your personnel and equipment time records and a record of expendable materials used are provided to the Time Keeping and Accounting/ Record-Keeping Branch of the Finance and Administration Section.
Ensure that all required forms or reports are completed prior to your release and departure.

Thoroughly brief your relief on the current situation for your position. Ensure that in-progress activities are identified and follow-up requirements are known.
Leave forwarding phone number where you can be reached.

1.3.5 Demobilization
The following activities must be performed by each EOC staff member upon notice that the EOC or his section of the EOC is being demobilized.
Ensure that all required forms and reports are completed prior to your release and departure.
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Close out your activity logs and ensure that all relevant status boards are current.
Determine what follow-up actions to your assignment might be required and ensure that any open actions not yet completed will be handled after demobilization.

Provide input to the After-Action Report as directed by your supervisor.
Ensure staff cleans up work areas and returns facility to normal.
Leave forwarding phone number where you can be reached.
Determine what follow-up to your assignment might be required before you leave.
Participate in a Critical Incident Stress Debriefing session and also ensure that all staff and volunteers attend one.
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SECTION 2: MANAGEMENT SECTION

2.1 Management Section Overview
The Management Section is responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations. Staff positions in the management Section include the following:
 Director of Emergency Services. Responsible for overall management of the Emergency Operation Center’s emergency management organization and has the authority for the commitment of personnel and equipment for any emergency in the incorporated area of the City as well as authorizing the commitment of resources to be provided outside of the City as requested by the Operational Area.
 Assistant Director of Emergency Services. Works with the Director of Emergency Services and is responsible to insure the City's EOC is capable of being activated at all times and acts as Director of Emergency Services in their absence.
 EOC Liaison Officer. Serves as the initial point-of-contact for outside agencies and jurisdictions. Responsible for representing the City and its response to the emergency to outside groups and agencies. Mutual Aid personnel report to the Liaison Officer for their assignments.  Security Officer. Responsible for controlling personnel access to and from the EOC and other facilities as determined and in accordance with policies established by the Director of Emergency Services. Responsible to check-in staff and register personnel assigned to the EOC.
 EOC Manager. Responsible for the City’s EOC (physical set-up) and serves as an aide to the Director of Emergency Services. This position may serve as the City’s Liaison to the Operational Area once it is established. Coordinates functional areas in the City’s EOC in the identification of resources and/or response activities. Provides information on emergency management issues to the Director of Emergency Services.
 Safety Officer. Advisor to the Director of Emergency Services. Monitors all aspects of the emergency organization to ensure the safety of all personnel involved with response activities. Responsible for correcting unsafe operations and for working with all sections to protect the safety of all emergency workers in the field and EOC.
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 Public Information Officer. Serves as the point of contact for the media and other organizations seeking information on the emergency. Responsible for developing and managing public information and media relations. Assists in developing emergency public information, news releases, and announcements. Plans and conducts news media briefings and assists with public relations and rumor control. Coordinates with the County EOC for the establishment of a Joint Information Center (JIC) as needed.

The Management Section is headed by the Director of Emergency Services or their designee. This Section establishes policies and makes decisions governing response priorities.
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2.2 Management Section Position Checklists

2.2.1 Director of Emergency Services
You report to: The City Council
You supervise: The Assistant Director of Emergency Services, EOC Liaison Officer, Security Officer, EOC Manager, Safety Officer, PIO, Operations Chief, Planning and Intelligence Chief, Logistics Chief, and Finance and Administration Chief Position Overview
The Director of Emergency Services is responsible for overall management of the Emergency Operation Center and the City’s emergency management organization.

Responsibilities

Approves all news releases, action plans, and public information releases.
Coordinates with the Policy/Management Group and the City Council in the development of emergency policies and keeps them apprised of the situation.
Ensures that contact has been established with the Operational Area (OA).

Initial Actions

Upon notification of an emergency event in or near the City, or at the request of the Operational Area, ensures that the City’s EOC is activated at the appropriate level.

Upon arrival in the EOC, receive briefing from the EOC Manager or Emergency Management Program Staff.

Direct the EOC Manager to activate Management Staff and Section Staff, as needed. These positions may include: Deputy Director of Emergency Services, EOC Liaison Officer, Security Officer, Safety Officer, Public Information Officer (PIO), Operations Chief and Staff, Planning and Intelligence Chief and Staff, Logistics Chief and Staff, and the Finance and Administration Chief and Staff.
Inform the City Council (via the Mayor) of the situation, emergency conditions, and response actions being taken or considered.

Set objectives with the Section Chiefs and Management Group and provide recommendations to the Policy Group.
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Intermediate Actions

Conduct routine briefings with the Management Staff and Sections Chiefs to discuss status updates and available options. Topics to be considered are:
o Command and coordination issues
o Situation reporting problems/accuracy
o Transportation issues, i.e., closed or dangerous routes, etc. o Possible search and rescue - heavy or light
o Medical issues
o Rumor control and public information
o Emergency logistical support/mutual aid
o Utility disruptions (including communication difficulties) o Evacuation possibilities
o Personnel shortages
o Liability Issues

Set objectives and assign the Planning and Intelligence Chief to develop the Action Plan; approve the plan before dissemination to all EOC staff and if appropriate to field command posts.

Direct the EOC Manager to develop a 24 hour staffing plan with each Section Chief and to work with Logistics to ensure the EOC has food, water, adequate sleeping facilities, trash removal services, etc.

Consider the need to proclaim a LOCAL EMERGENCY; have the City Attorney, if available, draft the proclamation. If the City Attorney is not available, utilize one of the pre-scripted proclamations.

Monitor staffing and resource requirements; direct staff to request additional materials/services through the Operational Area.

Request representatives from appropriate County and State agencies, Special Districts and/or private volunteer organizations to send a representative to the City EOC to assist in coordination of their efforts and the City’s.
If requested, send a City Liaison to the Operational Area EOC for coordination.
Approve all news releases; establish parameters in which the PIO may develop information for releases; and arrange for the City Manager to be the City’s spokesperson for all news conferences.

Extended Actions

Discuss recovery/re-entry needs with the Section Chiefs. 586
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Ensure that the Finance and Administration Chief is tracking all costs associated with the emergency and is beginning the process to request State and Federal reimbursement.

Develop a demobilization plan with all Section Chiefs.
Ensure that all City EOC staff and volunteers participate in a Critical Incident Stress Debriefing session prior to leaving. Schedule a follow up Critical Incident Stress Debriefing(s) for all City staff, especially field and EOC responders.

Coordinate with the Policy Group and Operations Section Chief if there are expected visits from political officials to view the disaster site.
Direct staff to take actions to restore normal City operations as soon as practicable.

Demobilization

Authorize demobilization of sections as necessary. Authorize Section Chiefs to demobilize branches, or units when they are no longer required.
Notify Riverside County Operational Area, adjacent facilities, and other EOCs as necessary of planned time for EOC deactivation.

Ensure that any open action items not yet completed will be taken care of after EOC deactivation.

Confirm with Section Chiefs that all required forms or reports are completed prior to EOC deactivation.

Be prepared to provide input to the After-Action Report.
Deactivate the EOC and close out logs when the emergency situation no longer requires activation.

Proclaim termination of the emergency and proceed with recovery operations.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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2.2.2 Assistant Director of Emergency Services
You report to: The Director of Emergency Services
You supervise: EOC Liaison, EOC Manager, PIO, Safety Officer, and Security Officer.

Position Overview
The Assistant Director of Emergency Services is responsible for overall management of the EOC when delegated by the Director of Emergency Services or in his absence; works with the Policy/Management Group; works with PIO; works with Section Chiefs to develop a demobilization plan when appropriate; works with EOC Manager to ensure a 24-hour staffing is developed.

Responsibilities

Functions as Director of Emergency Services when delegated or in the absence of the Director of Emergency Services.

Coordinates with the Policy/Management Group and the City Council for scheduled visits to local disaster sites as appropriate.
Maintain open line of communication with PIO.

Ensure demobilization plan is developed.

Ensure appropriate 24-hour EOC staffing.

Initial Actions

Upon notification of an emergency, order activation of the City’s EOC if not already activated.

Receive assignment and briefing from your immediate superior as designated by the EOC organization chart. If applicable, receive a debriefing from the staff member that you are relieving.

Review your specific position checklists.

Report to your work area and put on your position identifier and start activity log.

Determine your personal operating location and set up as necessary
Open and maintain an Activity Log by documenting all actions and decisions. (Ensure that your Activity Log(s) is given to the Planning & Intelligence Chief when completed and/or at the end of shift.)
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Make frequent notes to capture information specifically related to major aspects of the event.

Inform the Mayor/City Council/City Manager of the event, emergency conditions, and response actions taken or considered.

Intermediate Actions

Participate in all applicable Section and Branch meetings and EOC briefings.
Obtain copies of all APs.

Maintain all required records and documentation to support the After-Action Report and the history of the event:
o Messages received
o Actions taken
o Decision justification and documentation
o Requests filled
o APs as disseminated

Refer all contacts with the media to the PIO.

Work with your EOC supervisor and/or Section Chief if you require additional staffing for your function.

Request additional resources as needed (computer, phone lines, fax, printer, etc.) through Logistics Section Chief.

Function/operate in a safe manner during your shift.

Observe and assist staff that exhibit signs of stress or fatigue. Report concerns to your Section Chief or the Director of Emergency Services.
Ensure coordination with the OA and field command posts and brief Director of Emergency Services on field status.

Set objectives with the Section Chiefs and recommendations from the Policy/Management Group and keep Director of Emergency Services apprised.
Coordinate with PIO any planned news releases, on-camera interviews, and need for emergency public broadcasts for the public.

Ensure EOC Manager has developed sufficient 24-hour EOC staffing.

Extended Actions

Discuss recovery/re-entry needs with the Director of Emergency Services of Emergency Services and Section Chiefs.

Document all actions and decisions on activity log.
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Ensure that reporting staff and volunteers participate in a Critical Event Stress Debriefing session prior to leaving EOC.

Request all reporting staff to provide their activity logs to the Planning & Intelligence Section Chief at the end of each shift/on a routine basis.
Follow-up with the Policy/Management Group on any scheduled visits or requests from political officials to view the disaster site(s).

Shift Completion

Ensure that your personnel and equipment time records, and a record of expendable materials used are provided to the Cost Accounting Unit of the Finance & Administration Section.

Ensure that all required forms or reports are completed prior to your release and departure.

Thoroughly brief your shift relief on the current status of the event. Ensure that in-progress activities are identified and follow-up requirements are known.
Leave forwarding phone number where you can be reached if different from the employee contact list.

Demobilization

Authorize demobilization of reporting staff as directed by Director of Emergency Services of Emergency Services.

Ensure that any open actions will be completed after EOC deactivation.
Proclaim termination of the emergency and proceed with recovery operations
Deactivate the EOC and close out logs when emergency event no longer requires activation.

Ensure that all required forms and reports are completed prior to your release and departure.

Close out your activity logs and ensure that all relevant status boards are current.

Determine what follow-up actions to your assignment might be required and ensure that any open actions not yet completed will be handled after demobilization.

Ensure that all staff and volunteers attend/participate in a Critical Event Stress Debriefing session.
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Leave forwarding phone number where you can be reached if different from the employee contact list.

Provide input to the After-Action Report as directed by your EOC supervisor.
Provide all activity logs to the Planning and Intelligence Chief upon departure.
Ensure your EOC work location is in a ready status and return facility to normal.
Ensure you sign out in EOC logbook.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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2.2.3 EOC Liaison Officer
POSITION TITLE: EOC Liaison Officer
You report to: Director of Emergency Services
You supervise: N/A
Position Overview
The Liaison Officer serves as the initial point-of-contact for outside agencies and jurisdictions. Also responsible for representing the City and its response to the emergency to outside groups and agencies. EOC Mutual Aid personnel report to the EOC Liaison Officer for their assignments.

Responsibilities

Represent the City and its response to the emergency to outside groups and agencies.

Provide assignments to EOC Mutual Aid personnel.

Initial Actions

Receive assignment and briefing from the Director of Emergency Services.
Establish a work area with other Support Staff members.
Develop a telephone list of important numbers of outside agencies and levels of government. Ensure that outside agencies have your phone number.
Establish communications links with the Operational Area (if needed), appropriate special districts, and the American Red Cross. Become familiar with EOC communications other than the telephone, e.g., radio, fax, and e-mail.
Inform the Director of Emergency Services of any substantial changes in the situation with adjoining jurisdictions. Provide this information to all Section Chiefs.

Coordinate with the PIO and rumor control staff to keep current.

Intermediate Actions

Participate in all Section Chief and Support Staff briefings.
Keep the Director of Emergency Services updated on activities and the situation in surrounding communities, as appropriate.
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Obtain a periodic status update from the Operational Area regarding the situation and resources. Provide this information to all Section Chiefs and the Director of Emergency Services.

Coordinate with the PIO to obtain copies of all news releases.

Extended Actions

Obtain copies of all EOC Action Plans.

Continue communication with other jurisdictions, primarily the Operational Area during the demobilization period.

Participate in a Critical Incident Stress Debriefing session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to After-Action Report.

Determine what follow-up to your assignment might be required before you leave.

Deactivate the Liaison Officer position and close out logs when authorized by the Director of Emergency Services.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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2.2.4 EOC Manager
POSITION TITLE: EOC Manager
You report to: Director of Emergency Services
You supervise: N/A
Position Overview
Responsible for the City’s EOC (physical set-up) and serves as an aide to the Director of Emergency Services and Deputy Director. This position may serve as the City’s Liaison to the Operational Area once it is established.

Responsibilities

Provide guidance, supervision, and management of the EOC working environment and associated systems.

Ensure information and communication support is in place and functioning.
Manage the administrative function of operating an EOC and arrange for staffing of the EOC.

Coordinate functional areas in the EOC in the identification of resources and/or response activities.

Provide information on emergency management issues to the Director of Emergency Services.

Working with the Security Officer, establish a system to credential all media representatives before allowing them into the Media Center.

Initial Actions

Receive briefing from the Director of Emergency Services.
Survey the EOC to assure that:
o Telephones have been properly hooked up.
o Radio Room is operational and staffed (if needed)
o Security for the EOC has been established.
o All persons in the EOC are either wearing their position identification vest or a badge issued upon entering the EOC.
o All sections have located their operational kits and have proper materials to begin to work.
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o All sections and areas in and around the EOC are identified by appropriate signs.
o Media Center has an operational TV set and a portable battery operated radio; security has been set up and all reporters have been issued proper press passes and telephones for County and media use. o Evaluate the EOC systems for adequacy (water, ventilation, sanitation, electrical, fuel, etc.).
o Internal lines of communication are understood by all EOC staff. o Internal maps and EOC phone lists have been distributed.
If not already done, begin or continue to notify designated EOC staff to report.

Intermediate Actions

Keep the Director of Emergency Services informed of all activities and update the situation as it evolves.

Participate in all briefings conducted by the Director of Emergency Services.
Assist the Advanced Planning Branch Director in the distribution of the Emergency Action Plan.

Coordinate with the Logistics Chief to ensure that the EOC has food, water, sleeping facilities, rest areas, and trash removal services.
Monitor the EOC staff and assist any section or area which may be having difficulty in carrying out their assigned function.

Develop an EOC staffing plan with each Section Chief and the Director of Emergency Services.

Assure that those designated to work in the EOC for second shift or day two, etc., are notified.

Assist the Liaison Officer with coordination with the Operational Area and/or other agencies.

Ensure that all necessary supplies (fax paper, copier paper, etc.) are available or have been requested through the Logistics Section.

Extended Actions

Continue to monitor the flow of activity in the EOC, identify any issues in efficiency, and work with the appropriate staff to rectify the situation.
Assist in coordination of demobilization activities.

Continue to assist the public information function until no longer necessary. 595
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Assure that the Liaison Officer has notified all governmental agencies and private volunteer agencies of the demobilization of the City’s EOC.
Assure that any follow-up activity or reports are assigned and being handled by the appropriate department and/or agency.

Participate in a Critical Incident Stress Debriefing session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Close out logs when authorized by the Director of Emergency Services.
Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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2.2.5 Public Information Officer (PIO)
POSITION TITLE: Public Information Officer (PIO)
You report to: Director of Emergency Services
You supervise: N/A
Position Overview
The PIO is specially trained to serve as the point of contact for the media and other organizations seeking information on the emergency response. The mission of this position is to inform the public, provide briefing materials to government officials, and manage the influx of media personnel.

Responsibilities

Develop and manage public information and media relations.
Assist in development of emergency public information, news releases, and announcements.

Plan and conduct news media briefings and assisting with public relations.
Ensure that all media information is cleared from one point and that it is as accurate as possible.

Prevent conflicting reports from reaching the media and help to diffuse rumors.

Immediate Actions

Receive assignment and briefing from the EOC staff.

Activate the Emergency Public Information staff to assist with rumor control, field PIO, administrative support, and media/volunteer control.
Establish a Media Center in the EOC. Assure that there are enough telephones, a television set, desks, and any other supplies or equipment which may be needed. Maintain Media Center status boards and update as appropriate.

Prepare to monitor activities with the following topics needed to be covered for the public:
o What to do (and why).
o What NOT to do (and why).
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o Information (for parents) on status and actions of schools (if in session).
o Closed, hazardous, contaminated, congested areas to avoid. o Curfews.
o Road, bridge, freeway overpass, and dam conditions; alternate routes to take.
o Evacuation – routes, instructions (including what to do if vehicle breaks down), arrangements for persons without transportation. o Location of mass care, medical, coroner, public safety facilities, food, and safe water.
o Information/Instructions for families of missing persons (who to contact, etc.).
o Status of hospitals.
o First aid information.
o Emergency phone numbers (otherwise, people should not use the phone); stress to out of area media that people should not telephone into the area. Lines must be kept open for emergency calls. o Instructions, precautions about utility use, sanitation, how to turn off utilities.
o Essential services available – hospitals, medical centers, grocery stores, banks, pharmacies, etc.
o Weather hazards (if appropriate).
o Channels, Radio Frequencies to monitor for disaster information updates.

Determine special needs populations (visual or hearing impaired; non-English speaking; elderly, etc.) and develop appropriate material for dissemination.

Contact foreign language newspapers and/or radio/TV stations to broadcast alert and warning information to the special population groups.
Release general survival/self-help information, as appropriate.
Establish media and public hotlines (Rumor Control) and publish telephone number(s). Develop scripts for PIO/Rumor Control staff answering phones.
Respond to media/public calls. Record telephone messages for media and public hot lines and update as the situation changes. Release hotline telephone numbers to the public.

Request additional Emergency Public Information (EPI) staff from the Operational Area and/or arrange to use temporary hires, if necessary.
Establish contact with the on-scene PIO to assure that there is a Media Control Point near the incident.
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Coordinate EPI and information releases with the OA PIO and other affected jurisdictions' PIOs as necessary and as time allows.

Determine the status of local media outlets and telephone service.
Gather information on the emergency situation and response actions; maintain EPI status boards and maps; monitor EOC status boards and resolve conflicts.
Monitor commercial television and radio for information and rumor control.
Review pre-scripted, general information for accuracy and appropriateness to situation.

Intermediate Actions

Establish contact with Emergency Alert System (EAS) stations and place on stand-by.

Attend all EOC/Section Chief briefings with the Director of Emergency Services.
Develop periodic press releases and arrange for press conferences, as appropriate.

Arrange media briefings/press conferences on a regular or as-needed basis.
Arrange for official spokesperson.

Announce briefing times.

Arrange media tours/filming (one crew at a time) of EOC and interviews with EOC spokesperson, if such action will not hinder response efforts.
Coordinate additional methods of distributing emergency instructions as required.

Provide EPI in foreign languages as required.

Make situation reports to the OA PIO at least three times each day and provide copies of all press releases.

Develop procedures with the American Red Cross for release of information concerning the status of relatives/friends in the disaster area.
Keep the Director of Emergency Services informed of all actions taken.

Extended Actions

Continue to release status information on request.

Conduct situation briefings for visitors. Arrange accommodations and transportation for official visitors and media, as necessary. 599
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Accommodate state and federal information officers and assist them in releasing information on assistance programs.

Gather all records kept during all phases of the emergency and prepare a chronological summary of all events, actions taken, inquiries made, and responses given.

Collect newspaper clippings and TV videotapes, if available.
Survey EPI staff, EOC staff, and local media for suggestions to improve EPI response procedures.

Review EPI Plan and update as necessary.

Participate in a Critical Incident Stress Debriefing session and ensure all PIO staff also attends.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Emergency Public Information Officer position and close out logs when authorized by the Director of Emergency Services.
Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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2.2.6 Safety Officer
POSITION TITLE: Safety Officer
You report to: Director of Emergency Services
You supervise: N/A
Position Overview
The Safety Officer acts as an advisor to the Director of Emergency Services and the EOC Manager.

Responsibilities

Watch over all aspects of the emergency organization to ensure the safety of all personnel involved, correcting unsafe operations.

Monitor structural integrity, workspace set-up, activities, and entry authorization.

Initial Actions

Receive assignment and briefing from the Director of Emergency Services.
Tour the entire EOC area and determine the scope of on-going operations.
Evaluate conditions and advise the Director of Emergency Services of any conditions and actions, which might result in liability, e.g., oversights, improper response actions, etc.

Study the facility to learn the location of all fire extinguishers, fire hoses, and emergency manual pull stations.

Be familiar with particularly hazardous conditions in the facility (including the parking lot and elevators); if necessary, work with the Construction and Engineering Unit Leader in the Operations Section.

Ensure safe working conditions for all personnel, both in the EOC and in the field. Advise the Director of Emergency Services regarding safety issues.
Ensure that all facilities used in support of EOC operations have safe operating conditions.

Monitor all EOC and related facility activities to ensure that they are being conducted in as safe a manner as possible under the circumstances that exist. 601
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Stop or modify all unsafe operations.

If the event which caused the activation of the EOC is an earthquake, provide guidance regarding actions to be taken in preparation for aftershocks, including safe entry to and exit from buildings.

Intermediate Actions

Coordinate with Security to obtain assistance for any special safety requirements.

Attend all EOC/Section Chief briefings with the Director of Emergency Services.
Keep the Director of Emergency Services informed of all actions taken.
Request additional Safety staff from the Director of Emergency Services and/or arrange to use temporary hires, as necessary.

Coordinate with Finance and Administration Section Chief on any personnel injury claims or records preparation as necessary for proper case evaluation and closure.

Extended Actions

Ensure all communications are copied to the Message Center.
Continue to monitor safety conditions.

Observe all staff and volunteers for signs of stress and inappropriate behavior.

Report concerns to the Director of Emergency Services. Ensure staff is being provided rest periods and relief.

Ensure that any required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow up to your assignment might be required before you leave.

Leave forwarding phone number where you can be reached.
Thoroughly brief your relief at shift change.

Participate in a Critical Incident Stress Debriefing session and ensure all Safety staff also attends.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.
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Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Safety Officer position and close out logs when authorized by the Director of Emergency Services.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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2.2.7 Security Officer
POSITION TITLE: Security Officer
You report to: Director of Emergency Services
You supervise: N/A
Position Overview
The Security Officer is responsible for controlling personnel access to and from the Emergency Operations Center (EOC) and other facilities.

Responsibilities

In accordance with policies established by the Director of Emergency Services, control personnel access to and from the EOC and other facilities.
Check in staff and register personnel assigned to the EOC.

Initial Actions

Receive assignment and briefing from the Director of Emergency Services.
Determine operating location(s) and set-up as necessary.
Determine what security requirements currently exist, and establish if additional staffing is needed.

Determine needs for special communications (e.g., radios, cell phones, etc.).

Make needs known to Information Systems and Communications Branch Directors in the Logistics Section.

Assist in sealing-off any danger areas. Provide EOC access control as required.

As requested, provide special security for any critical facilities, supplies, or materials.

Intermediate Actions

Provide executive security as appropriate or required.
Provide security input and recommendations as appropriate for conditions to the Director of Emergency Services.

Working with the PIO and Liaison Officer, establish a system to credential all media representatives before allowing them into the Media Center. 604
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Extended Actions

Ensure that all communications are copied to the Message Center.
Ensure that any required forms or reports are completed prior to your release and departure. Turn forms/reports into the Planning and Intelligence Section Chief.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Leave forwarding phone number where you can be reached.
Thoroughly brief your relief at shift change.

Participate in a Critical Incident Stress Debriefing session and ensure all Security staff also attends.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to After-Action Report.

Determine what follow-up to your assignment might be required before you leave.

Deactivate the Security Officer position and close out logs when authorized by the Director of Emergency Services.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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SECTION 3: OPERATIONS SECTION

3.1 Operations Section Overview
The Operations Section is responsible for coordination of all response elements applied to the incident. The Operations Section carries out the objectives of the EOC Action Plan and requests additional resources as needed. The specific designation of the Operations Section Chief depends on the nature of the incident and the current situation (e.g., civil unrest would lead to a law enforcement representative being designated as Section Chief; a major fire would lead to a fire representative being designated as Section Chief; a flooding situation could lead to a public works representative being designated as Section Chief).

In a full activation, the Operations Section will be organized into the following six Branches:
 Fire and Rescue
 Law Enforcement
 Care and Shelter
 Utilities
 Public Works
 Schools
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3.2 Operations Section Position Checklists

3.2.1 Operations Chief
POSITION TITLE: Operations Chief
You report to: Director of Emergency Services
You supervise: Fire and Rescue Branch Director, Law Enforcement Branch Director, Care and Shelter Branch Director and Public Works Branch Director.

Position Overview
The Operations Chief is responsible for the management of all activities directly applicable to emergency response and coordination in support of all tactical operations and safety activities in the field. The Operations Chief participates in the development and execution of the Action Plan.

Responsibilities

Ensure that the Operations Function is carried out, including coordination of activities for all operational functions assigned to the EOC.
Ensure that operational objectives and assignments identified in the EOC Action Plan are carried out effectively.

Establish the appropriate level of organization within the Section and continuously monitor the effectiveness of the organization and make adjustments as required.

Exercise overall responsibility for the coordination of Branch and Unit activities within the Operations Section.

Conduct periodic Operations briefings for the Director of Emergency Services, as required or requested.

Conduct period briefings to the Director of Emergency Services and Management Staff
Initial Actions

Receive assignment and briefing from the Director of Emergency Services.
Determine other positions to be activated. Appoint Fire and Rescue, Law Enforcement, Care and Shelter Public Works, Utilities, and Schools Directors; distribute their position checklists and position identifiers. 607
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Establish the Operations Section work area in the EOC.
Brief all Operations Section Branch Directors on current situation and develop the section's EOC Action Plan with emphasis on immediate projections of needs. Designate time for next briefing.

Designate times for briefings and updates with the Planning and Intelligence Section Chief and all Operations Section Branch Directors to develop/update section's EOC Action Plan.

Ensure that Fire and Rescue, Law Enforcement, Care and Shelter, Public Works, Utilities, and Schools Directors branches and units are adequately staffed and supplied.

Coordinate with the Public Works Director to expedite the repair of critical building functions and inspections of areas/buildings, as appropriate.
Ensure that Construction and Engineering, Debris Removal/Route Recovery, Flood Control, Heavy Rescue, and HazMat teams working in the field report the following information:
o Collapsed/hazardous buildings
o Fires
o Downed power lines
o Exposed broken gas mains/gas leaks
o Street light outages
o Any potential dangerous situations
o Impassable streets
Inform the Director of Emergency Services and the Planning and Intelligence Chief of the above information as it is received.

Brief the Director of Emergency Services routinely on the status of the Operations Section.

Intermediate Actions

Obtain regular status reports from Planning and Intelligence Section and/or command posts.

Conduct Section briefings on a regular basis.

Ensure that all Section staff receives a copy of any EOC Action Plans and are clear on established incident priorities.

Routinely update other Section Chiefs and the Director of Emergency Services on all progress made in meeting incident priorities.

Develop a Section staffing plan for extended activation. 608
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Develop projected staffing and equipment needs, in conjunction with the Planning and Intelligence Chief; and provide the information to the Logistics Section.

Extended Actions

Ensure that all Section Branch Directors assist the Finance and Administration Chief by providing accurate personnel time records broken down in the following categories:
o Department/Agency worker is from
o Disaster/Incident Related Overtime
o Contract Labor Hours
o Location or incident worked on
o Personnel benefit costs
o Description of work performed

Assist Section Branch Directors and Unit Leaders in tracking all incident actions, needs, staffing, and other issues.

Assure that all communications are copied to the Message Center.
When appropriate, develop a demobilization plan with the Planning and Intelligence Section.

Ensure dissemination and implementation of the demobilization plan to all command posts.

Develop Section debriefing report with Section staff and provide to Planning and Intelligence Section.

Observe all staff and volunteers for signs of stress and inappropriate behavior.

Report concerns to the Director of Emergency Services.

Provide for staff rest periods and relief.

Demobilization

Authorize deactivation of organizational elements within your Section when they are no longer required.

Ensure that any open actions are handled by your Section or transferred to other EOC elements as appropriate.

Ensure that any required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report. 609
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Deactivate your Section and close out logs when authorized by the Director of Emergency Services.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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3.2.2 Fire and Rescue Branch Director
POSITION TITLE: Fire and Rescue Branch Director
You report to: Operations Chief
You supervise: Heavy Rescue Unit Leader* and Hazardous Materials Unit Leader*. * These positions may not be filled at the local EOC level, depending on the size and location of the incident. If not filled at the local level, these positions will be filled at the OA EOC level or in the field or in the field.

Position Overview
The Fire and Rescue Branch Director is responsible for ensuring the provision of fire protection and rescue services. The Fire and Rescue Branch Director is further responsible for coordinating fire and rescue mutual aid services when day-to-day mutual aid resources are exhausted.

Responsibilities

Coordinate fire, hazardous materials, and urban search and rescue operations.
Complete and maintain status reports for major incidents requiring or potentially requiring operational area, state and federal response, and maintain status of unassigned fire and rescue resources.

Coordinate with the Law Enforcement Branch Director on Search and Rescue activities.

Coordinate with the EMS Branch Director on EMS and other medical activities.
Implement the objectives of the EOC Action Plan assigned to the Fire and Rescue Branch.

Prepare Branch Situation Report as requested.

Assist and serve as an advisor to the Operations Section Chief as required.

Initial Actions

Receive briefing with other Branch Directors from the Operations Section Chief.
Determine the status of all Fire Department assets and operational activities.
Determine if any of the following positions need to be activated within the Fire and Rescue Branch: Hazardous Materials Unit Leader, Heavy Rescue Unit 611
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Leader. If so, appoint needed unit leaders and distribute checklists and position identifiers.

Identify the location of any field command posts and establish communications with them.

Obtain necessary protective respiratory devices, clothing, equipment, and antidotes for personnel to perform assigned tasks in hazardous radiological and/or chemical environments.

Determine Fire Department priorities: suppression, rescue, and/or medical.

Work closely with the County of Riverside Health Services Agency.
Monitor field activities and update the Operations Chief and the Planning and Intelligence Chief as situation changes.

Develop Fire Department response priorities with the Operations Chief and Operations Section Branch Directors. Communicate priorities to the field command posts.

Based upon established priorities and objectives, develop appropriate plans for redeployment of Fire Department assets in the field. Obtain approval of the Operations Section Chief and then communicate the plan to all Fire Department Field Incident Commanders.

Intermediate Actions

Facilitate request(s) for fire mutual aid, as needed, through regular Fire Mutual Aid channels. Make sure the Operational Area is apprised of the requests.
If there is a need for heavy rescue or hazardous materials spill response, activate those Unit Leaders within the Fire and Rescue Branch, and request appropriate teams (Heavy Rescue and/or HazMat) from the Riverside County Fire Department.

Ensure that the Heavy Rescue and/or Hazardous Materials team(s) response activities are (1) coordinated with established City objectives by assigning those technical team(s) to the appropriate field command post and (2) monitored by the appropriate Operations Section Chief and/or Branch Directors.
Update the Operations Chief frequently.

Participate in all EOC briefings and assist in setting objectives and priorities with the Advanced Planning Unit Leader.
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Extended Actions

As strategic objectives are met, prepare a demobilization plan for the area and staff involved. With the Planning and Intelligence Chief, identify other objectives, and discuss them in the next briefing.

Monitor the field activities and provide information as needed and set by the emergency action plan.

Monitor staff for signs of stress. Report concerns to the Operations Chief.
Provide for staff relief and rest areas.

Participate in development of the demobilization plan.
Participate in a Critical Incident Stress Debriefing session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Fire and Rescue Branch and close out logs when authorized by the Operations Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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3.2.3 Heavy Rescue Unit Leader
POSITION TITLE: Heavy Rescue Unit Leader*
* This positions may not be filled at the local EOC level, depending on the size and location of the incident. If not filled at the local level, these positions will be filled at the OA EOC level or in the field.

You report to: Fire and Rescue Branch Director
You supervise: N/A
Position Overview
The Heavy Rescue Unit Leader provides City coordination with Heavy Rescue Team(s) in the City.

Responsibilities

Ensure that Heavy Rescue Team(s) are assigned according to objectives and priorities set by the City EOC in their emergency action plan.

Initial Actions

Receive briefing from the Fire and Rescue Branch Director.
Determine the area(s) requiring Heavy Search and Rescue effort. Prioritize them. Determine special equipment needs. Coordinate with the Fire Branch Director and the Operations Chief to establish a priority of rescues and assist in briefing the Director of Emergency Services.

Request Heavy Rescue Team(s) and specialized equipment through normal channels or the Operational Area Fire and Rescue Coordinator.
Assign responding Heavy Rescue Team(s) to appropriate area field command post. Notify the field command post of the Team’s ETA and assignment.
Develop “Rescue” status board identifying areas(s) to be searched, those in progress, results, and ETA to when the working site will be cleared.

Intermediate Actions

Keep the Fire and Rescue Director updated on all changes in the situation.
Participate in all Branch briefings.
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Monitor progress and discuss with the Fire and Rescue Branch Director the need to request additional help if there are multiple buildings to be searched. If approved, request additional resources from the Operational Area.
Communicate frequently with either the assigned field command post or directly with team members, whichever method is the most appropriate.

Extended Actions

Determine when it is appropriate to demobilize the Heavy Search and Rescue operations and develop an appropriate demobilization plan.
Coordinate feeding and sleeping arrangements for the Heavy Rescue Team(s), if needed.

Ensure that Heavy Rescue Team members are given appropriate rest periods and have an established rest area.

Prepare a debriefing report on the Heavy Search and Rescue operations.
Participate in a Critical Incident Stress Debriefing session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Heavy Rescue Unit and close out logs when authorized by the Operations Chief

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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3.2.4 Hazardous Materials (HazMat) Unit Leader
POSITION TITLE: Hazardous Materials (HazMat) Unit Leader* * This positions may not be filled at the local EOC level, depending on the size and location of the incident. If not filled at the local level, these positions will be filled at the OA EOC level or in the field.

You report to: Fire and Rescue Branch Director
You supervise: N/A
Position Overview
The Hazardous Materials (HazMat) Unit Leader is the point of contact for mutual aid Hazardous Materials Team(s) responding to the City.

Responsibilities

Monitor HazMat response activities.

Communicating the set EOC Action Plan and objectives.
Ensure that appropriate public information notices are given if there is not a HazMat Team available due to other situations through the County.

Initial Actions

Receive briefing from the Fire and Rescue Branch Director.
Identify City resources available to mitigate some or the entire situation.
Request a Hazardous Material Team(s) through normal channels. If unable to fill request, contact the Operational Area.

Obtain protective respiratory devices or clothing for response personnel as dictated by the situation.

Identify the material involved and health ramifications, if not already done.
Provide protective action activities to the PIO should a press release need to be made to the general public.

Begin planning evacuation routes and identifying the staff necessary to evacuate the danger area.

Coordinate with the American Red Cross for possible mass care and sheltering needs.
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Identify resources and staff necessary to perform any type of decontamination on individuals evacuated from the danger area.

Notify the County Health Officer of the situation through the Operational Area.

Intermediate Actions

Monitor the response activities through the appropriate field command post.
Keep the Fire and Rescue Director updated on all situation changes and field activities.

Assist the field team(s) in contacting the owner of the causative agent, if not already done.

Notify all appropriate governmental agencies of the hazardous materials incident(s)
Extended Actions

Ensure field units are relieved on a regular basis and a rest area is provided.
Estimate the time the City might be able to release the responding Hazardous Materials Team(s) back to the Operational Area.

Once the hazardous materials incident has been taken care of, prepare a debriefing report for the Fire and Rescue Branch Director.
Participate in a Critical Stress Debriefing session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Hazardous Materials Unit and close out logs when authorized by the Operations Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up
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1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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3.2.5 Law Enforcement Branch Director
POSITION TITLE: Law Enforcement
You report to: Operations Chief
You supervise: Evacuation & Re-entry Unit Leader, Traffic Control, Animal Control and Fatalities Management Unit Leader.

Position Overview
The Law Enforcement Branch Director coordinates warning information provision, evacuation procedures, traffic control, and public security and order; assists the Coroner's Office in the discharge of their duties; submits requests for mutual aid; and coordinates search and rescue teams.

Responsibilities

Coordination of provision of warning information.

Traffic management.

Fatalities management.

Facilities security.

Coordinate Fatalities Management’s activities

Assist and serve as an advisor to the Operations Section Chief as required.

Initial Actions

Receive assignment and briefing from the Operations Chief.
Determine the status of all Law Enforcement assets and operational activities.

Report status to the Operations Chief.

Determine Law Enforcement objectives and communicate those to the Operations Chief.

Establish EOC Action Plans to meet the needs of the mutual aid requests to protect life and property, secure perimeters around risk areas or evacuated areas, and provide security for emergency workers, as needed.
Determine when and how to alert and warn critical facilities of impending danger (e.g., hospitals, nursing homes, schools, major industries).
Monitor all Law Enforcement activities.
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Prepare Branch Situation Report as requested.

Participate in all Operations Section briefings.

Intermediate Actions

Develop a staffing plan for a 24-hour operation.

Monitor the situation and, if directed by the Operations Chief, begin development of evacuation plan and routes.

Notify the Care and Shelter Unit Leader of all evacuation plans. Work with the Care and Shelter Unit Leader to determine safe evacuation sites and/or shelter locations.

Extended Actions

Ensure that all communications are copied to the Message Center.
Keep the Operations Chief informed of all Law Enforcement activities.
Coordinate as necessary with the Public Information Officer for the release of public protective actions, evacuations, etc.

Begin demobilization as soon as practicable.

Observe all staff and volunteers for signs of stress and inappropriate behavior.

Report concerns to the Operations Chief. Ensure all staff participates in a Critical Incident Stress Debriefing session.

Provide for staff rest periods and relief.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Law Enforcement Branch and close out logs when authorized by the Operations Chief

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation
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1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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3.2.6 Evacuation & Re-entry Unit Leader
POSITION TITLE: Evacuation & Re-entry Unit Leader
You report to: Law Enforcement Branch
You supervise: N/A
Position Overview
The Evacuation Unit Leader is responsible for an orderly, systematic evacuation of City residents and visitors due to an extreme emergency.

Responsibilities

Responsible for an orderly, systematic evacuation of City residents and visitors due to an extreme emergency.

Ensure that all items under the Americans with Disabilities Act are covered for evacuations/movement operations.

Ensure public safety for incarcerated evacuees

Develop an evacuation and or re-entry plan
Initial Actions

Receive briefing from the Law Enforcement Director.

Establish the lead time needed prior to evacuation/re-entry.
Develop an evacuation/re-entry plan with the following priorities in mind:
o Public safety
o Medical and health services
o Delivery of essential provisions and other necessary resources
Coordinate with the Public Works Branch, the Utilities Branch, the American Red Cross, Schools Branch, local transit company, and other necessary staff to develop a cohesive evacuation plan.

Develop evacuation routes and request the Public Information Officer to begin drafting an evacuation notice for the public with specific instructions and routing information as well as information for evacuating special needs populations.
Arrange with Public Works Director for barricades and inform them of where the barricades are to be placed.

Ensure that the following occurs:
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o Provide appropriate evacuation/re-entry information to emergency responders.
o Provide appropriate evacuation/re-entry information to the evacuees.
o Arrange for transportation, if necessary.

Provide security for evacuated areas and sheltering of evacuees.
Arrange for evacuation of the elderly and infirm or others with special needs.
Coordinate with the American Red Cross and Banning Unified School District regarding sheltering needs.

Identify potential problem areas along evacuation/re-entry routes, i.e., weight restrictions, narrow bridges, road sections susceptible to secondary effects of an incident, etc.

Estimate the number of people to be evacuated/re-enter and explain transportation policy (i.e., movement, control, use of public and private vehicles, etc).

Make appropriate arrangements to transport emergency workers.
Designate areas along movement routes where evacuees can obtain fuel, water, medical aid, vehicle maintenance, information, and comfort facilities.
Identify areas for parking and vehicle security in reception areas.

Intermediate Actions

Ensure that the Emergency Alert System (EAS) broadcasts the evacuation/reentry order, transportation routes, assembly points for those needing transportation, and shelter sites.

Coordinate with the Care and Shelter Director, the American Red Cross and Logistics Section to ensure adequate supplies at all shelter and mass care sites.

Ensure that all barricades are up and located as identified in the evacuation/reentry plan developed for the incident.
Notify all command posts and the Operational Area of the evacuation/re-entry.
Deploy additional Law Enforcement Officers and/or Cadets to canvass the evacuation area to provide a verbal notification of evacuation for those who may not have heard the EAS announcements.
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Extended Actions

Keep the Law Enforcement Director updated on the situation and of any changes.

As soon as practical and safe develop a re-entry plan with the Operations Chief, Care and Shelter Director, Logistics Chief, Law Enforcement Director, and the EOC Manager.

Request the PIO to publish and arrange EAS broadcast for the re-entry order with route instructions.

Arrange transportation for those without transportation, the elderly, and infirm.
Prepare a debriefing report of the evacuation/re-entry and provide it to the Law Enforcement Director.

Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Evacuation & Re-entry Unit and close out logs when authorized by the Operations Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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3.2.7 Fatalities Management Unit Leader
POSITION TITLE: Fatalities Management Unit Leader
You report to: Law Enforcement Branch Director
You supervise: N/A
Position Overview
The Fatalities Management Unit Leader serves as the City point of contact for the County of Riverside Sheriff/Coroner’s Office and provides assistance with dealing with human remains until such time as the Coroner’s Office can take over.

Responsibilities

Point of contact for the County of Riverside Sheriff/Coroner’s Office.
Provides assistance with dealing with human remains until such time as the Coroner’s Office can take over.

Initial Actions

Receive briefing from the Law Enforcement Branch Director.
Establish contact with each operational field command post to determine the number of deceased persons in each area.

Establish contact with the County of Riverside Coroners Office to provide status reports on the number of fatalities and to coordinate activities until Coroner staff arrives.

Ensure body bags and other necessary supplies and equipment are on hand for Coroner staff.

Ensure temporary cold storage facilities or vehicles are procured.
Establish Fatality Collection Areas (FCAs) to facilitate body recovery operations (Morgue or temporary morgue facilities).

Coordinate transportation of remains to FCAs.

Ensure that the Coroner’s staff identifies remains and notify next of kin.

Intermediate Actions

Participate in all Branch briefings.
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Keep the Law Enforcement Director updated on the status of Coroner’s activities and FCAs.

Extended Actions

Ensure security at each FCA.

Keep the appropriate field command post informed as to the status and locations of FCAs.

Prepare a demobilization plan as soon as the Coroner has sufficient staff to take over the function.

Notify the Law Enforcement Director as to when the Coroner staff takes over the FCAs and what additional or continuing Law Enforcement assistance will be needed.

Prepare a Coroner Operations debriefing report upon demobilization for the Law Enforcement Director.

Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Fatalities Management Unit and close out logs when authorized by the Operations Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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3.2.8 Traffic Control Unit Leader
POSITION TITLE: Traffic Control Unit Leader
You report to: Law Enforcement Branch Director
You supervise: N/A
Position Overview
The Traffic Control Unit Leader is the EOC’s liaison to the Police Department’s Traffic Division.

Responsibilities

Work with the Police Department’s Traffic Division to help ensure the orderly flow of traffic following an emergency.

Work with the Evacuation & Re-entry Unit Leader to help effect an orderly evacuation if an evacuation is required following an emergency.
Ensure access control and safe movement of private and public vehicles following an emergency.

Initial Actions

Receive assignment and briefing from your immediate superior as designated by the EOC organization chart. If applicable, receive a debriefing from the staff member that you are relieving.

Review your specific position checklists.

Report to your work area and put on your position identifier and start activity log.

Determine your personal operating location and set up as necessary
Open and maintain an Activity Log by documenting all actions and decisions. (Ensure that your Activity Log(s) is given to the Planning & Intelligence Chief when completed and/or at the end of shift.)

Make frequent notes to capture information specifically related to major aspects of the event.

Coordinate with the Police Department’s Traffic Division to help ensure the orderly flow of traffic following an emergency.
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Arrange with Public Works / Utilities Branch Director for barricades and inform them where the barricades are to be placed. Provide appropriate routing to emergency responders.

Provide appropriate transportation policy (i.e., movement, control, use of public and private vehicles, etc.).

Make appropriate arrangements to transport emergency workers.

Intermediate Actions

Participate in all applicable Section and Branch meetings and EOC briefings.
Obtain copies of all APs.

Maintain all required records and documentation to support the After-Action Report and the history of the event:
o Messages received
o Actions taken
o Decision justification and documentation
o Requests filled
o APs as disseminated

Refer all contacts with the media to the PIO.

Work with your EOC supervisor and/or Section Chief if you require additional staffing for your function.

Request additional resources as needed (computer, phone lines, fax, printer, etc.) through Logistics Section Chief.

Function/operate in a safe manner during your shift.

Observe and assist staff that exhibit signs of stress or fatigue. Report concerns to your Section Chief or the Director of Emergency Services.
Ensure that the EAS broadcasts transportation routes, assembly points for those needing transportation, and shelter sites.

Ensure that all barricades are up and located as required.

Extended Actions

Keep the Law Enforcement Branch Director updated on the event and of any changes.

Request the PIO to publish and arrange EAS broadcasts with transportation routes.

Participate in a Critical Event Stress Debriefing Session. 628
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Shift Completion

Ensure that your personnel and equipment time records, and a record of expendable materials used are provided to the Cost Accounting Unit of the Finance & Administration Section.

Ensure that all required forms or reports are completed prior to your release and departure.

Ensure that all time sheets and any travel expense claims are completed properly and signed by each employee prior to submitting them.
Thoroughly brief your shift relief on the current status of the event. Ensure that in-progress activities are identified and follow-up requirements are known.
Leave forwarding phone number where you can be reached if different from the employee contact list.

Demobilization

Deactivate the Traffic Control Unit and close out logs when authorized by the Operations Chief or the Director of Emergency Services.
Ensure that all required forms or reports are completed prior to departure.
Close out activity logs and ensure that all relevant status boards are current.
Determine what follow-up actions to your assignment might be required and ensure that any open actions not yet completed will be handled after demobilization.

Ensure that all staff and volunteers attend/participate in a Critical Event Stress Debriefing session.

Leave forwarding phone number where you can be reached if different from the employee contact list.

Provide input to the After-Action Report as directed by your EOC supervisor.
Provide all activity logs to the Planning and Intelligence Chief upon departure.
Ensure your EOC work location is in a ready status and return facility to normal.
Ensure you sign out in EOC logbook.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities
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1.4.4 Shift Completion

1.4.5 Demobilization
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3.2.9 Animal Control Unit Leader
POSITION TITLE: Animal Control Unit Leader
You report to: Operations Chief
You supervise: N/A
Position Overview
The Animal Control Unit Leader serves as the City’s point of contact for local Animal Control and to ensure that animal control activities are coordinated throughout the City.

Responsibilities

Coordinate animal control activities throughout the City.
Control loose animals.

Identify emergency animal shelters.

Coordinate with County Animal Control for the use of REARS and additional County approved temporary animal shelters.

Initial Actions

Receive briefing from the Operations Section Chief.

Inform all field command posts that all stray animals or questions from the community about animals and pets should be referred to the City EOC.
Obtain a status on the number and types of loose or homeless animals in the City.

Identify potential emergency shelters by contacting volunteer animal rights organizations for assistance.

Identify Veterinarians to be on call for animal emergencies.
Obtain staff for each emergency animal shelter to be established from volunteer groups and the Logistics Section.

Intermediate Actions

Monitor and facilitate the situation.
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Keep the Operations Chief and the Law Enforcement Director updated on the situation and any changes.

Poll each established field command post for status of stray animals or other animal related issues on a periodic basis.

Request the PIO to put out a news release identifying where individuals may take their animals or any strays that they may encounter.
Request mutual aid assistance if necessary.

Extended Actions

Update the Care and Shelter Branch Director of current status of animal shelters and other anima; related activities.

Ensure continued coordination between City and County Animal Services
Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Animal Control Unit and close out logs when authorized by the Operations Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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3.2.10 Care and Shelter Branch Director
POSITION TITLE: Care and Shelter Branch Director
You report to: Operations Chief
You supervise: N/A
Position Overview
The Care and Shelter Branch is responsible for, and coordinates with, Riverside County Operational Area and volunteer agencies to provide food, potable water, clothing, shelter, animal welfare, emotional support, and other basic necessities of persons impacted by a disaster. The Care and Shelter Unit provides a central registration and inquiry service to reunite families and respond to outside welfare inquiries. The Unit assists the American Red Cross in the setup, operation, and takedown of any emergency shelters or mass care sites established due to the emergency.

Responsibilities

Coordination with Riverside County Operational Area for shelters, evacuation centers, and animal shelters.

Coordination with volunteer agencies

Provision of central registration and inquiry service to reunite families and respond to outside welfare inquiries

Coordination of the flow of information between the EOC and Care and Shelter facilities.

Participate in the development of a Situation Report
Initial Actions

Receive briefing from the Operations Section Chief.

Determine the number of evacuees with special needs, such as the critically ill, handicapped, elderly, infirm, non-English speaking, and incarcerated persons.

To the extent possible coordinate with the American Red Cross to designate space within shelters to house these types of individuals.
Inventory the operational status of all facilities listed as shelter, including the following information:
o Structural soundness
o Utility services
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o Adequate sanitation facilities, including showers
o Capacity for cooking, serving and dining areas and equipment o Housing capacity
o Handicapped access

If shelters are being opened, coordinate information with the American Red Cross and local School Districts; assist in providing staff and logistical support.

May need to request appropriate representatives from these groups to send a liaison to the EOC.

Identify and monitor any open shelters, evacuation centers, and animal shelters.

Acquire from each open shelter on a routine basis an up-to-date list of all registered shelter or mass care occupants.

Intermediate Actions

Participate in all branch briefings.

Keep the Operations Section Chief apprised of the situation.
Work with the PIO to develop appropriate shelter and mass care information to be released through the news media.

Periodically poll all open shelters or mass care facilities to determine the number of individuals registered, the amount of available space, and any support needed (i.e., special dietary needs, medications, etc.).
Coordinate with the Communications Director for alternative forms of communications to and from any open shelter or mass care site, as needed or requested from those areas.

Extended Actions

Monitor all shelter and mass care operations to ensure there is adequate staffing, communications, supplies, etc.

Assist the American Red Cross in demobilization of shelters, as necessary.
Request the PIO to inform the press of all shelters or mass care areas being closed.

Prepare a Care and Shelter debriefing report.

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Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Care and Shelter Branch and close out logs when authorized by the Operations Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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3.2.11 Mass Care/Shelter Unit Leader
POSITION TITLE: Mass Care/Shelter Unit Leader
You report to: Community Services Branch Director
You supervise: N/A
Position Overview
The Care and Shelter Unit is responsible for, and coordinates with, Riverside County OA and volunteer agencies to provide food, potable water, clothing, shelter, animal welfare, emotional support, and other basic necessities of persons impacted by a disaster. The Care and Shelter Unit provides a central registration and inquiry service to reunite families and respond to outside welfare inquiries. The Unit assists the American Red Cross in the setup, operation, and take-down of any emergency shelters or mass care sites established due to the emergency.

Responsibilities

Coordination with Riverside County OA.

Coordination with volunteer agencies

Provision of central registration and inquiry service to reunite families and respond to outside welfare inquiries

Coordinate the flow of information between the EOC and Care & Shelter facilities

Ensure that each activated shelter meets the requirements as described under the Americans with Disabilities Act

Ensure sufficient supply of food and water for shelter clients Initial Actions

Receive assignment and briefing from your immediate superior as designated by the EOC organization chart. If applicable, receive a debriefing from the staff member that you are relieving.

Review your specific position checklists.

Report to your work area and put on your position identifier and start activity log.

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Open and maintain an Activity Log by documenting all actions and decisions. (Ensure that your Activity Log(s) is given to the Planning & Intelligence Chief when completed and/or at the end of shift.)

Make frequent notes to capture information specifically related to major aspects of the event.

Determine the number of evacuees with special needs, such as the critically ill, handicapped, elderly, infirm, non-English speaking, and incarcerated person.

To the extent possible coordinate with the American Red Cross to designate space within shelters to house these individuals.

Inventory the operational status of all facilities listed as shelter, including the following information:
o Structural soundness (coordinate with Building & Safety personnel) o Utility services
o Adequate sanitation facilities, including showers
o Capacity for cooking, serving and dining areas and equipment o Housing capacity
o Handicapped access
o Assign appropriate City staff to coordinate opening of sites. o If shelters are being opened, coordinate information with the American Red Cross and Lake Elsinore Valley Unified School District; assist in providing staff and logistical support. May need to request appropriate representatives from these groups to send a liaison to the EOC.
o Ensure sufficient food and eater supply is available for shelter clients. o Identify and monitor any open shelters.
o Acquire from each open shelter on a routine basis an up-to-date list of all registered shelter or mass care occupants.

Intermediate Actions

Participate in all applicable Section and Branch meetings and EOC briefings.
Obtain copies of all APs.

Maintain all required records and documentation to support the After-Action Report and the history of the event:
o Messages received
o Actions taken
o Decision justification and documentation
o Requests filled
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o APs as disseminated

Refer all contacts with the media to the PIO.

Work with your EOC supervisor and/or Section Chief if you require additional staffing for your function.

Request additional resources as needed (computer, phone lines, fax, printer, etc.) through Logistics Section Chief.

Function/operate in a safe manner during your shift.

Observe and assist staff that exhibit signs of stress or fatigue. Report concerns to your Section Chief or the Director of Emergency Services.
Keep the Community Services Branch Director apprised of the event.
Work with the PIO to develop appropriate shelter and mass care information to be released through the news media.

Periodically poll all open shelters or mass care facilities to determine the number of individuals registered and any support needed (i.e., special dietary needs, medications, etc.).

Coordinate with Technology and Communications Branch for alternative forms of communications to and from any open shelter or mass care site, as needed or requested from those areas.

Extended Actions

Document all activities and decisions on an activity log.
Monitor all shelter and mass care operations to ensure there is adequate staffing, communications, supplies, etc.

Assist the American Red Cross in demobilization of shelters, as necessary.
Request the PIO to inform the press of all shelters or mass care areas being closed.

Prepare a Care and Shelter debriefing report.

Participate in a Critical Event Stress Debriefing Session.

Shift Completion

Ensure that your personnel and equipment time records, and a record of expendable materials used are provided to the Cost Accounting Unit of the Finance & Administration Section.
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Ensure that all required forms or reports are completed prior to your release and departure.

Ensure that all time sheets and any travel expense claims are completed properly and signed by each employee prior to submitting them.
Thoroughly brief your shift relief on the current status of the event. Ensure that in-progress activities are identified and follow-up requirements are known.
Leave forwarding phone number where you can be reached if different from the employee contact list.

Demobilization

Deactivate the Care and Shelter Unit and close out logs when authorized by the Operations Chief or the Director of Emergency Services.
Ensure that all required forms or reports are completed prior to departure.
Close out activity logs and ensure that all relevant status boards are current.
Determine what follow-up actions to your assignment might be required and ensure that any open actions not yet completed will be handled after demobilization.

Ensure that all staff and volunteers attend/participate in a Critical Event Stress Debriefing session.

Leave forwarding phone number where you can be reached if different from the employee contact list.

Provide input to the After-Action Report as directed by your EOC supervisor.
Provide all activity logs to the Planning and Intelligence Chief upon departure.
Ensure your EOC work location is in a ready status and return facility to normal.
Ensure you sign out in EOC logbook.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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3.2.12 Utilities Unit Leader
POSITION TITLE: Utilities Unit Leader
You report to: Operations Chief
You supervise: N/A
Position Overview
The Utilities Unit Leader acts as the Liaison between private utility companies and the City.

Responsibilities

Ensure the maintenance and restoration of:
o Electric transmission lines, substations, and distribution systems. o Water transmission systems, distribution systems, storage units, and supply sources.

Neutralize secondary threats resulting from the disaster.

Initial Actions

Determine the status of gas, electric, water, and telephone service.
Develop priorities and coordinate with utility companies (i.e., electrical, gas, water, etc.) for restoration of utilities to critical and essential facilities.
Ensure that utilities teams working in the field report back the following information:
o Collapsed/hazardous buildings
o Fires
o Downed power lines
o Exposed broken gas mains/gas leaks
o Street light outages
o Any potentially dangerous situations
Inform the Operations Chief of the above information as soon as it is received.
Establish and maintain communications with the utility providers.

Intermediate Actions

Keep the Operations Chief updated on the situation; report any changes as soon as possible.
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Ensure that each utility company is keeping you informed of the status of their utility, special problems, and their availability to respond.
Advise the PIO of public utility status.

Work with the utility companies to ensure that problems pertaining to the special needs of the elderly, handicapped, and those whose primary language is not English are being addressed.

Coordinate supply requirements which cannot be met from assigned resources with the Logistics Chief.

Coordinate transportation and equipment needs which cannot be met from assigned resources through Logistics Section.

Extended Actions

Document all activities and decisions made on an activity log.
Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Utilities Branch and close out logs when authorized by the Operations Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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3.2.13 Schools Unit Leader
POSITION TITLE: Schools Unit Leader
You report to: Operations Chief
You supervise: N/A
Position Overview
The Schools Unit Leader assists in the coordination of schools to be used as shelters during an emergency incident.

Responsibilities

Coordinate the flow of information between the City’s EOC and local school districts

Provide statistical information regarding schools to the EOC.

Initial Actions

Receive an initial briefing from the Operations Section Chief.
Inventory schools for the following information:
o Number of schools affected by the incident;
o Name and address of school(s) affected by the incident; o Number of students/employees injured;
o Number of fatalities;
o Number of school(s) evacuated and location to which students and staff were evacuated;
o Structural soundness;
o Utility services (including communications);
o When and if schools will be available for shelter facilities; o Number of buses available for transporting students (City, County, and/or vendor owned);
o Adequate sanitation facilities, including showers;
o Capacity of cooking areas, serving areas, dining areas, and equipment;
o Housing capacity; and
o Handicapped access.

Provide the above information to the American Red Cross and the Situation Assessment Branch Director in the Planning and Intelligence Section. 642
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Determine the number of school buses (City, County, and/or vendor owned) available throughout the City. Request the OA to pole the surrounding areas to determine the number of school buses that can be used to assist with evacuations in the City.

If shelters are being opened, coordinate information with the American Red Cross.

Notify the Operations Chief of any health related issues identified at any school site (i.e., sewage leaks, etc.).

Coordinate with the Construction and Engineering Unit Leader to ensure school locations are structurally safe and operational. If the emergency incident is an earthquake, ensure that the Construction and Engineering Unit Leader reinspects shelter locations following all aftershocks.

Intermediate Actions

Participate in all Operations Section briefings.

Establish contact with the PIO to determine the process needed to get information to the general public regarding schools that are closed, schools that are open and informational instructions for families with children who were attending school at the time of the emergency (e.g., evacuation locations).
Coordinate with the Communications Branch Director for alternative forms of communications to and from any open schools, as needed or requested from the schools.

Extended Actions

Ensure that all communications are copied to the Message Center.
Keep the Operations Chief updated and report any changes in the situation as soon as possible.

Develop a demobilization plan for all active shelters with the American Red Cross.

Prepare an After-Action Report and turn it in to the Operations Chief.
Participate in a Critical Incident Stress Debriefing session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report. 643
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Determine what follow-up to your assignment might be required before you leave.

Deactivate the Schools Branch and close out logs when authorized by the Operations Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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3.2.14 Public Works Branch Director
POSITION TITLE: Public Works Branch Director
You report to: Operations Chief
You supervise: Construction and Engineering Unit Leader, Debris Removal/Route Recovery Unit Leader, and Flood Control Unit Leader.

Position Overview
The Public Works Branch is responsible for coordinating City assets for public works, road repair, debris clearance, and flood control.

Responsibilities

Responsible for coordinating City assets for public works, road repair, debris clearance, and flood control.

Initial Actions

Receive briefing from the Operations Chief.

Determine the extent of damage and the operational capacity of Public Works.
Ensure undamaged equipment is accessible and clear of potential damage.
Begin to determine the immediate status of City owned and leased buildings, roads, and department employees on duty for assignment.
Determine the need to appoint other Branch Unit Leaders: Construction and Engineering, Debris Removal/Route Recovery, and Flood Control; distribute appropriate checklists and position identifiers, if available.
Ensure that Construction and Engineering, Debris Removal/Route Recovery, and Flood Control Teams working in the field report back the following information:
o Collapsed/hazardous buildings
o Fires
o Downed power lines
o Exposed broken gas mains/gas leaks
o Street light outages
o Any potential dangerous situations
Inform the Operations Chief of the above information as it is received. 645
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Determine the status of gas, electric, water, and telephone service.
Develop immediate objectives and an EOC Action Plan to begin efforts to restore damaged areas.

Identify current and future resource needs, and requisition material/service requirements through the Logistics Chief.

Work with the Facility Inspection Director to ensure that buildings are inspected, tagged, and, if necessary, demolished to protect the safety of those in the area.
Establish contact with the Eastern Municipal Water District for assistance in any coping with any sewage or other removal issues.

Begin to mobilize personnel, equipment, and vehicles for deployment.

Intermediate Actions

Establish contact with established field command posts to obtain a status report of critical facilities, sanitation facilities, and public buildings.
Ensure branch activities are coordinated with other involved branches or sections and agencies.

Request assistance from Law Enforcement or Fire and Rescue Branches as necessary.

Keep the Operations Chief informed of the situation, and immediately report any new or changed information.

Develop a plan for 24-hour operations. Contact off-shift employees to inform them of their emergency schedule.

Ensure that the public works status is reported to the Operational Area.
Request additional structural engineers from the Operational Area, if needed, using mutual aid if necessary.

Monitor the status of public works field activities from all Branch Directors.

Extended Actions

Document all activities and decisions on an activity log.
Obtain debriefing reports from all Branch Directors and compile a complete debriefing report on the Public Works function.

Participate in a Critical Incident Debriefing session. 646
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Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Public Works Branch and close out logs when authorized by the Operations Chief

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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3.2.15 Construction and Engineering Unit Leader
POSITION TITLE: Construction and Engineering Unit Leader You report to: Public Works Branch Director
You supervise: N/A
Position Overview
The Construction and Engineering Unit Leader is responsible for ensuring all buildings and critical facilities are functional.

Responsibilities

Coordinate with structural engineers for building assessments.
Ensure unsafe areas and structures are clearly marked and the public informed.

Supervise any construction and/or engineering projects to repair damaged buildings, streets, and critical facilities.

Develop short, mid-, and long-term reconstruction priorities and plans.

Initial Actions

Receive briefing from the Public Works Branch Director.
Obtain status of:
o Roadways
o Public buildings
o Critical facilities

Identify what efforts are in progress to restore and/or repair damaged public buildings, roads, and utilities.

Coordinate with the Public Works Director regarding any buildings which may require immediate demolition.

Determine the structural safety of emergency operations facilities, public shelters, and reception and care centers in a post earthquake (or other devastated) environment.

Determine the safety of evacuation routes (including airstrips and airports) in a post earthquake (or other devastated) environment.
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Develop a status report and provide to the Situation Assessment Director and the Public Works Director.

Establish contact with Caltrans and County Roads.

Identify and inventory City construction resources.

Work with the Finance and Administration Section and Logistics Section to identify vendors to provide support to Banning construction and engineering needs.

Develop an action plan to first identify, and then determine, how to mitigate further damage for the short term, and options for final disposition of damaged areas (i.e. restore, condemn, etc.).

Coordinate with other Public Works Branch Directors to determine what construction and engineering resources are needed, if any.

Intermediate Actions

Participate in all Branch briefings.

Establish need for heavy equipment and request Logistics Section to assist in procurement.

Keep the Public Works Director informed of status and update frequently.
Provide cost estimates for any construction work being done or to be done to mitigate or restore damaged facilities and roads.

Establish teams of construction and engineering staff (City and volunteer) and develop a plan for surveys and reports of on how to respond to their assigned area of damage.

Develop a plan to assign construction and engineering assets based upon priorities set by the Director of Emergency Services and Section Chiefs in the most recent EOC Action Plan.

Extended Actions

Keep the Operations Chief updated on the situation and of any changes.
Determine the length of time extraordinary construction and engineering response and recovery activities will continue and what resources are needed.
Work with the Public Works Director to develop a plan for long term construction activities. Provide costs to Finance and Administration Chief.
Provide a summary of all construction and engineering activities and progress, every 24 hours to the Public Works Director.
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As soon as practicable, develop a demobilization plan to release any mutual aid resources, volunteers, and City staff in that order.

Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Construction and Engineering Unit and close out logs when authorized by the Operations Chief

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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3.2.16 Debris Removal and Route Recovery Unit Leader
POSITION TITLE: Debris Removal and Route Recovery Unit Leader You report to: Public Works Branch Director
You supervise: N/A
Position Overview
The Debris Removal and Route Recovery Unit Leader is responsible for the clearing of debris off roads after a major emergency, and coordinating with Law Enforcement regarding route information, clearance, and recovery.

Responsibilities

Oversee debris removal from roads.

Coordinate with Law Enforcement with respect to route information, clearance, and recovery.

Initial Actions

Obtain a status on all roads and streets within the City and Operational Area from available sources, i.e., any open field command posts, Fire, Law Enforcement.

Inventory available staff and equipment from the Public Works Department to begin debris removal.

With the assistance of Law and Fire, identify and prioritize roads and areas for debris removal and clearance.

Coordinate with County Waste Management for authorized disposal sites.
Develop a plan of action and assign teams to perform debris removal operations.

Coordinate closely with the Logistics Chief to obtain proper protective clothing (gloves, face masks, hard hats, or utility boots) as needed.
Establish contact with private vendors to develop a plan for debris pick up during response and recovery activities, obtain status of sewer systems and repair activities in progress and status of residential and business refuse pickup services during the emergency.

Coordinate the closure of incapacitated roadways with:
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o Police, Fire, and other City Departments
o Provide barricade measures
o Establish detours and alternate routes
Intermediate Actions

Provide the PIO with information concerning road closures, routes and any recommended information regarding raw sewage (if there are line breaks), as needed.

Request private vendors assisting in debris removal in the affected areas to communicate with the EOC for closer coordination, should refuse and sewage become big issues.

Keep the Public Works Director updated as to activities and changes in the situation.

Monitor the field activities of debris removal and route recovery teams.
Develop a staffing plan for 24-hour debris removal and route recovery activities.
Identify the need for any heavy equipment and coordinate the procurement with the Equipment and Transportation Branch Director in the Logistics Section.

Ensure that any specialized equipment received has a qualified operator with it.
Determine which landfill for debris to be hauled to. Determine the route for emergency workers to use.

Extended Actions

Monitor progress of the debris removal and route recovery on a regular basis.
Coordinate route recovery efforts with Law Enforcement Departments and Riverside County Department of Transportation, as necessary.
Prepare a demobilization plan to stage shutdown of activities as the situation becomes controllable with City assets.

Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.
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Deactivate the Debris Removal and Route Recovery Unit and close out logs when authorized by the Operations Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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3.2.17 Flood Control Unit Leader
POSITION TITLE: Flood Control Unit Leader
*This position and its duties and responsibilities may be filled by the Riverside County Flood Control Agency. A representative may fill the position at the City’s EOC or at the OA EOC.

You report to: Public Works Branch Director
You supervise: N/A
Position Overview
The Flood Control Unit Leader is responsible for conducting flood mitigation and flood fighting operations.

Responsibilities

Coordinate with the Law Enforcement Branch Director for notification and evacuation measures.

Coordinate with the Public Works Branch Director for debris clearance from affected waterways.

Ensure surveys for potential breakage are conducted of all dams in the affected area.

Initial Actions

Receive briefing from the Public Works Branch Director.
Establish contact with County of Riverside Flood Control Department.
Identify areas of known potential problems and begin monitoring these areas.
Work with the Debris Removal Unit Leader to coordinate debris removal from affected waterways.

Coordinate flood fighting operations with County Flood Control and the Fire Branch.

Monitor water levels and keep the Operations Section Chief and Director of Emergency Services updated on a regular basis.
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Identify the need for any heavy equipment and coordinate the procurement with the Equipment and Transportation Branch Director in the Logistics Section.

Ensure that any specialized equipment received has a qualified operator with it.
Coordinate with the Evacuation Unit Leader to begin planning evacuation routes and identifying the staff necessary to evacuate the danger area.
Coordinate with the Law Enforcement Director to establish evacuation routes and erect (with the assistance from Public Works Director), barriers to block passage to danger areas.

Intermediate Actions

Keep the Public Works Branch Director and the Operations Section Chief informed of the situation, and immediately report any new or changed information.

Work with the PIO to develop appropriate flood information to be released through the news media.

Coordinate with the Care and Shelter Director and the American Red Cross for possible mass care and sheltering needs.

Work with the Purchasing Branch Director to obtain any needed supplies and/or equipment (e.g., sand bags, water pumps, generators, etc.).
Coordinate with the Operational Area providing information on current situation.
Keep the Public Works Director updated as to activities and changes in the situation.

Develop a staffing plan with the Personnel/Volunteer Director for 24-hour flood activities or as directed by the Public Works Branch Director.

Extended Actions

Participate in a Critical Incident Debriefing session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Flood Control Unit and close out logs when authorized by the Operations Chief.
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Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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SECTION 4: PLANNING and INTELLIGENCE SECTION

4.1 Planning and Intelligence Section Overview
The Planning and Intelligence Section's primary responsibility is to collect, evaluate, display and disseminate incident information and status of resources. This Section functions as the primary support for decision-making to the overall emergency organization. This Section also provides anticipatory appraisals and develops plans necessary to cope with changing field events.

During a disaster/emergency, the Planning and Intelligence Chief advises on various courses of action from their departmental level perspective. This Section is responsible for the development of the jurisdiction's Action Plans and Situation Reports. This Section also conducts and is responsible for completing the AfterAction Report. This Section also develops the Recovery Plan for recovery and mitigation.

Responsibilities are to:
 Collect initial situation and safety/damage assessment information.  Display situation and operational information in the Emergency Operations Center (EOC) using maps and visual aids.
 Disseminate intelligence information to the Director of Emergency Services, EOC Manager, Public Information Officer, and the EOC staff.  Conduct mapping and recording operations.
 Prepare summary safety/damage assessment reports for dissemination to City departments, Riverside County departments and agencies, State OES, FEMA, and the Riverside County Operational Area (OA).
 Prepare required reports identifying the extent of damage and financial losses.
 Determine the City’s post-event condition.
 Provide Planning and Intelligence support to other Sections.  Ensure accurate recording and documentation of the incident.  Prepare the City’s EOC Action Plan.
 Prepare the City’s After-Action Report.
 Prepare a post-disaster recovery plan.
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 Maintain proper and accurate documentation of all actions taken to ensure that all required records are preserved for future use and State OES and FEMA filing requirements.
 Acquire technical experts for special interest topics or special technical knowledge subjects.

The Planning and Intelligence Section ensures that safety and damage assessment information is compiled, assembled, and reported in an expeditious manner. The Planning and Intelligence Section is also responsible for detailed recording (Communication and Documentation Unit) of the entire response effort and the preservation of these records during and following the disaster. 658
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4.2 Planning and Intelligence Section Position Checklists

4.2.1 Planning and Intelligence Chief
POSITION TITLE: Planning and Intelligence Chief
You report to: Director of Emergency Services
You supervise: Situation Assessment Branch Director, Communications & Documentation Branch Director, Advanced Planning Branch Director, Recovery Planning Branch Director and Resource Tracking Branch Director.

Position Overview
The Planning and Intelligence Chief has the management responsibility for all planning activities relating to response, demobilization, and recovery operations.

This position assists the Director of Emergency Services in the development of the EOC Action Plan.

Responsibilities

Manage the Planning and Intelligence Section staff.

Gather and analyze all situation data.

Develop reports and recommend actions for the Director of Emergency Services and the EOC Manager for EOC Action Plans.

Conducts planning meetings and prepare the action plan for each operational period.

Report directly to the Director of Emergency Services and coordinate closely with other Section Chiefs, in particular the Operations Section Chief.

Initial Actions

Check-in with the Director of Emergency Services to receive initial briefing on:
o General situation
o Immediate tasks for the section
o Organization of EOC staff
o Communications capabilities between the City and the Operational Area

Contact the Logistics Section to advise them of your arrival; inquire about estimated times of arrival of requested staff not yet on site. 659
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Analyze the situation and determine the level of staffing:
o Request a recorder from the Personnel/Volunteer Director, if position activated.
o Assign Planning/Intelligence Section Directors as needed (Situation Assessment Director, Documentation Director, Advance Planning Director, Recovery Planning Director, Demobilization Director, and Technical Specialist).
o Brief Directors after meeting with the Director of Emergency Services.

Set up Planning/Intelligence Section Center work area in the EOC. o Determine communication capabilities and restrictions both for onsite and external communications (phone, fax, OASIS, e-mail, radio, etc.).
o Check and fill equipment and supplies needs.

Assist the Director of Emergency Services in conducting planning meetings to evaluate and/or re-evaluate the situation, objectives, priorities, operational period, assignments, and needed logistics. (The outcomes of these meetings are the basis for the emergency action plan).

Intermediate Actions

Brief Director of Emergency Services and EOC staff on initial intelligence:
o Nature and scope of incident/disaster.
o Current and potential threats to life and property.
o Recommended courses of action to mitigate immediate threats.
Meet frequently with the PIO to update status for news releases.
Obtain briefings and updates as appropriate from Section Chiefs.
Conduct periodic Planning and Intelligence Section meetings to:
o Brief/update the emergency action plan
o Assign tasks to appropriate sections/units
o Identify critical issues/needs, shortfalls
o Brief sections on previously assigned tasks

Prepare the initial situation report.

Monitor resource usage to forecast shortfalls.

Coordinate the EOC emergency action plan, publish and distribute copies to the Director of Emergency Services, all Sections Chiefs, and if necessary all division command posts.

Develop possible incident objectives and priorities based on:
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o Public health and welfare
o Emergency information or public instructions
o Possible shortages of personnel or supplies
o Identification of danger areas
o Determination of needs

Analyze all information to forecast any developments or trends.
Collect projected activity reports from Section Chiefs and Planning/Intelligence Section Directors at appropriate intervals.

Ensure that all requests are routed/documented through the Planning/Intelligence Section.

Continue EOC situation briefings and action planning sessions as needed.
Instruct Situation Assessment Director and staff to document/update status reports from all Section Chiefs and Directors for use in decision making and reference in post-disaster evaluation and recovery assistance applications.
Monitor resource usage to forecast shortfalls.

Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration section:
o Notification of any emergency expenditures
o Daily time-sheets
Extended Actions

Keep the Director of Emergency Services updated on the situation and of any changes.

Review current priorities and policies from Planning/Intelligence Section Chief and Director of Emergency Services.

Request Director of Emergency Services to authorize the deactivation of Section.

Meet with agency representatives to determine:
o Agencies not requiring formal demobilization
o Personal rest and safety needs
o Coordination procedures with cooperating/assisting agencies
When deactivation is approved, contact agencies and/or persons worked with and advise them of:
o When deactivation will take place
o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements
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Coordinate with Director of Emergency Services and Section Chiefs to determine the need for an EOC Demobilization Plan. If the plan is deemed necessary, prepare a written demobilization action plan that will at a minimum address the following:
o Release plan strategies and general information
o Priorities for release
o Transfer of authorities/responsibilities/missions
o Completion and submittal of all required documentation
Ensure that each Section has completed the following:
o Final reports
o Close-out of Section activity log
o Transfer of ongoing missions and/or actions to appropriate full-time staff for recovery operations

Direct Section staff to attend the After-Action Review to be held after the EOC deactivation. Staff should be prepared to discuss:
o General overview of the operation
o General overview of EOC operation
o Procedures/concepts that worked well
o Procedures/concepts that need to be improved

Ensure staff cleans up work areas and returns facility to normal.
Observe all staff and volunteers for signs of stress and inappropriate behavior.

Report concerns to the Director of Emergency Services. Provide for staff rest periods and relief.

Participate in a Critical Incident Stress Debriefing Session and ensure that all Planning/Intelligence staff and volunteers attend one also.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Planning and Intelligence Chief position and close out logs when authorized by the Director of Emergency Services.

Leave forwarding phone number where you can be reached. 662
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Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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4.2.2 Situation Assessment Branch Director
POSITION TITLE: Situation Assessment Branch Director
You report to: Planning and Intelligence Chief
You supervise: The Intelligence Unit Leader
Position Overview
This position is critical to alerting the Director of Emergency Services of potential problems affecting the Operational Area.

Responsibilities

Collect, process, and organize situation information.
Prepare situation summaries.

Develop projections and forecasts for future events related to the incident.
Prepares maps and intelligence information for use in the emergency action plan.

Maintain a “reference library” of reports and other documents.

Initial Actions

Check-in with the EOC Planning and Intelligence Chief to receive initial briefing on:
o General situation
o Immediate tasks for the Section
o Organization of EOC staff
o Communication capability between the City and the Operational Area

Set-up section work area:
o Post organization/seating chart
o Post maps (either standard or computerized)
o Set-up status boards (either on computer or white board) o Update phone rosters
o Check and fill equipment and supply needs

Determine with Section Chiefs and the Communication Branch Director appropriate information to be displayed on status boards. 664
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Prepare input to and facilitate in the emergency action planning session. The goal of the meeting is to cover the following topics:
o Time period the plan covers
o The mission priorities
o Listing of objectives to be accomplished (should address the priorities and be measurable in some way)
o Statement of strategy to achieve the objectives (identify whether there is more than one way to accomplish the objective, and which way is preferred)
o Assignments necessary to implement strategy
o Organizational elements to be activated to support the assignments (may also list organizational elements that will be deactivated during or at the end of the period)
o Logistical or other technical support required

Collect and forward to the Operational Area: LOCAL EMERGENCY DECLARATIONS, and requests for GOVERNOR'S PROCLAMATION and PRESIDENTIAL DECLARATIONS.

Track all mutual aid requests and mutual aid received. Coordinate with the Liaison Officer and the Planning/Intelligence Chief.

Maintain current status on information coming from division command posts and, if activated, the Operational Area:
o Current information displayed on status boards
o Current information displayed on maps

Distribute current information to all Section Chiefs and Director of Emergency Services.

Intermediate Actions

Maintain section logs and files.

Refer all contacts with the media to the EOC Public Information Officer.
Participate in periodic Planning and Intelligence Section meetings.
Contact Operational Area Planning and Intelligence Section to establish the best methods for receiving and providing intelligence information. Additionally, setup a schedule for information to be received in order to be put in the EOC situation report.

Brief the Planning and Intelligence Chief on major problem areas that need immediate action.
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Contact Section Chiefs on essential elements of information as it becomes available; establish the best methods for receiving and providing intelligence information. Additionally, set-up a schedule for information to be received in order to be put in the EOC situation report.

Keep the command posts informed of the overall situation.
Maintain an open file of situation reports and major incident reports for review with other branches or agencies.

Provide information to EOC Public Information Officer for use in developing media and other briefings.

Brief relief staff at shift change time.

Extended Actions

Keep the Director of Emergency Services and Planning and Intelligence Section Chief updated on the situation and of any changes.
Coordinate all information received for After-Action Report.
Assist transition into recovery operations/documentation.
Maintain disaster operations files, records, and legal documents for proscribed retention period.

Attend post disaster EOC debriefing.

Ensure staff cleans up work areas and returns facility to normal.
Observe all staff and volunteers for signs of stress and inappropriate behavior.

Report concerns to Planning and Intelligence Section Chief. Provide staff rest periods and relief.

Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Situation Assessment Branch and close out logs when authorized by the Planning and Intelligence Section Chief.
Leave forwarding phone number where you can be reached. 666
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Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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4.2.3 Intelligence Unit Leader
POSITION TITLE: Intelligence Unit Leader
You report to: Situation Assessment Branch Director
You supervise: N/A
Position Overview
The Intelligence Unit Leader gathers information from a variety of sources, analyzes and verifies information, and prepares and updates internal EOC information and map displays.

Responsibilities

Collect, analyze, and display event information.

Prepare periodic Event Reports.

Initial Actions

Receive assignment and briefing from your immediate superior as designated by the EOC organization chart. If applicable, receive a debriefing from the staff member that you are relieving.

Review your specific position checklists.

Report to your work area and put on your position identifier and start activity log.

Determine your personal operating location and set up as necessary
Open and maintain an Activity Log by documenting all actions and decisions. (Ensure that your Activity Log(s) is given to the Planning & Intelligence Chief when completed and/or at the end of shift.)

Make frequent notes to capture information specifically related to major aspects of the event.

Prepare the initial event report. Ensure the report is approved by the Situation Assessment Branch Director and the Director of Emergency Services prior to dissemination.

Intermediate Actions

Participate in all applicable Section and Branch meetings and EOC briefings. 668
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Obtain copies of all APs.

Maintain all required records and documentation to support the After-Action Report and the history of the event:
o Messages received
o Actions taken
o Decision justification and documentation
o Requests filled
o APs as disseminated

Refer all contacts with the media to the PIO.

Work with your EOC supervisor and/or Section Chief if you require additional staffing for your function.

Request additional resources as needed (computer, phone lines, fax, printer, etc.) through Logistics Section Chief.

Function/operate in a safe manner during your shift.

Observe and assist staff that exhibit signs of stress or fatigue. Report concerns to your Section Chief or the Director of Emergency Services.
Ensure that the Assessment Branch is maintaining current information for the event analysis report.

Ensure that major events reports and status reports are completed by the Operations Section and are accessible by Planning & Intelligence.
Ensure that an event analysis report is produced and distributed to the City’s EOC Sections and the OA EOC at least once, prior to the end of the operational period.

Ensure that all status boards and other displays are kept current and that posted information is organized and legible.

Ensure that the Public Information Branch has immediate and unlimited access to all status reports and displays.

Extended Actions

Keep the Assessment Director and the Director of Emergency Services updated on the event and of any changes.

Coordinate all information received for After-Action Report.
Assist transition into recovery operations/documentation.
Maintain disaster operations files, records, and legal documents for proscribed retention
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Attend post disaster EOC debriefing.

Participate in a Critical Event Stress Debriefing Session.

Shift Completion

Ensure that your personnel and equipment time records, and a record of expendable materials used are provided to the Cost Accounting Unit of the Finance & Administration Section.

Ensure that all required forms or reports are completed prior to your release and departure.

Ensure that all time sheets and any travel expense claims are completed properly and signed by each employee prior to submitting them.
Thoroughly brief your shift relief on the current status of the event. Ensure that in-progress activities are identified and follow-up requirements are known.
Leave forwarding phone number where you can be reached if different from the employee contact list.

Demobilization

Deactivate the Flood Control Unit and close out logs when authorized by the Operations Chief or the Director of Emergency Services.
Ensure that all required forms or reports are completed prior to departure.
Close out activity logs and ensure that all relevant status boards are current.
Determine what follow-up actions to your assignment might be required and ensure that any open actions not yet completed will be handled after demobilization.

Ensure that all staff and volunteers attend/participate in a Critical Event Stress Debriefing session.

Leave forwarding phone number where you can be reached if different from the employee contact list.

Provide input to the After-Action Report as directed by your EOC supervisor.
Provide all activity logs to the Planning and Intelligence Chief upon departure.
Ensure your EOC work location is in a ready status and return facility to normal.
Ensure you sign out in EOC logbook.
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Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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4.2.4 Communications & Documentation Branch Director
POSITION TITLE: Documentation Branch Director
You report to: Planning and Intelligence Chief
You supervise: N/A
Position Overview
The Documentation Branch Director maintains accurate up-to-date and complete incident files.

Responsibilities

Assisting other Sections in setting up and maintaining documentation during a disaster.

Maintain display boards of the current situation.

Provide duplication services to EOC staff.

File, maintain and store incident files and vital records for legal, analytical, and historical purposes.

Initial Actions

Check in with the Planning and Intelligence Chief to receive initial briefing on:
o General situation
o Immediate tasks for the Section
o Organization of EOC staff
o Communication capabilities between the City and the Operational Area
o Receive position checklist and position identifier, if available.
Establish situation/incident master file. At a minimum, the file should consist of:
o Copies of all fax logs
o Copies of all declarations and requests for declarations (Local, Gubernatorial and Presidential)
o City Flash Report
o City Situation Report(s)
o Copies of all Section and Branch activity logs
o Copies of all reports either submitted to or generated by the EOC o Copies of all staff/organization charts
o Copies of phone rosters
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Prepare distribution list for EOC Action Plans.

Make copies and distribute EOC Action Plans.

Ensure all telephone, radio, and memo communiqués in the EOC are documented. Keep a copy of all phone messages.

Use pre-established message forms for documentation of all EOC communiqués.

Determine with the Planning and Intelligence Chief and Situation Assessment Branch Director appropriate information to be displayed on status boards.
Receive and log all documentation relating to requests and response for personnel or supplies to the respective Section Chiefs and Directors, and Officers.

Maintain an on-going activity log of all EOC activities, decisions, communications, and reports. Copies of news releases, public information notices, employee directives, Operational Area status summaries, etc., should be included.

Intermediate Actions

After the action planning meetings, assist in the preparation of any written EOC Action Plans or procedures.

Participate in periodic Planning and Intelligence Section meetings.
Ensure copies of all documentation generated during the operation are submitted to the Planning/Intelligence Section.

Brief relief at shift change time.

Extended Actions

Observe all staff and volunteers for signs of stress and inappropriate behavior.

Report concerns to Section Chief. Provide staff rest periods and relief.
Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.
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Deactivate the Documentation Branch and close out logs when authorized by the Planning and Intelligence Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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4.2.5 Advanced Planning Branch Director
POSITION TITLE: Advanced Planning Branch Director
You report to: Planning and Intelligence Chief
You supervise: N/A
Position Overview
The Advanced Planning Branch Director is responsible for the development of the EOC Action Plan, based upon the objectives and priorities determined by the Director of Emergency Services and Section Chiefs.

Responsibilities

Forecast possible situation developments by focusing on potential response and recovery issues that might exist within the 36-to-72-hours following a current operational period.

Initial Actions

Receive briefing from the Planning and Intelligence Chief with other Section staff.

Gather information from the Situation Assessment Branch Director.
Monitor the situation with the Planning and Intelligence Section.
Develop possible incident objectives and priorities:
o Public Health and Welfare
o Emergency information or public instructions
o Possible shortages of personnel or supplies
o Identification of danger areas
o Determination of needs

Develop an EOC Action Plan which includes the following based on the priorities and objectives approved by the Sections Chiefs and Director of Emergency Services:
o Planning period (time frame the EOC Action Plan covers) o Clear objective(s)
o Goals
o Assets needed to be deployed to achieve objectives
o Mutual aid requested and when it is expected
o Length of shifts and/or when relief will be needed
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Obtain approval of the Director of Emergency Services of each EOC Action Plan and Status Report; distribute the EOC Action Plan and Status Report to ALL EOC staff and to any support agencies, off-site special districts involved in the incident, and any field command posts.

Intermediate Actions

Keep the Planning and Intelligence Chief and Situation Assessment Director advised of changing information.

Analyze all information to forecast any developments or trends.
Monitor resource usage to forecast shortfalls.

Keep in close communication with the Liaison Officer for clear view of information from other agencies and the Operational Area.
Develop plan with Personnel and Volunteer Branch Director on 24 hour staffing of the EOC and all functions necessary to respond to and recover from the emergency.

Extended Actions

Attend all section briefings.

Keep the Planning/Intelligence Chief advised of all activities and decisions.
Participate in the development of a demobilization plan.
Ensure that the demobilization plan is communicated and/or distributed to all essential groups or agencies.

Update information and forecasts as objectives are met and new ones are identified. Keep all others in the EOC advised.

Participate in a Critical Incident Stress Debriefing Session.
Assist in compiling the Planning/Intelligence Section post incident report.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Advanced Planning Branch and close out logs when authorized by the Planning and Intelligence Chief.
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Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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4.2.6 Recovery Planning Branch Director
POSITION TITLE: Recovery Planning Branch Director
You report to: Planning and Intelligence Chief
You supervise: N/A
Position Overview
The Recovery Planning Branch Director is responsible for organizing and directing the Recovery Planning in the City. The Facility Inspection Unit Leader reports to the Recovery Planning Branch Director.

Responsibilities

Form a Recovery Planning Team to assist the City in recovering from the incident, utilizing assigned representatives from each City Department affected by the incident.

Coordinate with the Planning and Intelligence Chief and Director of Emergency Services the process of working with the City Manager and business and civic leaders to establish and implement a long-range plan for recovery for the City.
Insure that the OA is updated on the level and types of damage in the City.

Initial Actions

Receive briefing from Planning and Intelligence Chief with other Section staff.
Monitor situation status activities and determine the extent of damages to City operations.

Implement recovery plan for City operations.

Separate and prioritize tasks and assign to the appropriate department.
Determine how the recovery operations will be financed.

Intermediate Actions

Establish incident files relating to damage in the City.
Make sure that photographs, videos, and written documentation of the damage has been recorded.

Formulate a plan with City Departments to facilitate recovery of City Departments.
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Work with the business community to formulate a plan for recovery of business operations.

Monitor situation status activities and determine the extent of damages to business operations.

Implement recovery plan for businesses.

Attend the FEMA Applicants Briefing and develop forms for City Departments to use when reporting expenditures which could be reimbursed by the State and/or FEMA.

Be prepared to assist State OES and FEMA with a Preliminary Damage Assessment (PDA) of the City.

Maintain a log of messages sent and received and all significant actions taken.

Maintain record of all personnel participating and their hours on duty.
Update Finance/Administration Section Chief and Planning/Intelligence Section Chief with all pertinent information.

Extended Actions

Document all actions and decisions on an activity log.
Keep the Planning and Intelligence Chief advised of all activities and decisions.
Attend all Section briefings.

Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Recovery Planning Branch and close out logs when authorized by the Planning and Intelligence Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up
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1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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4.2.7 Facility Inspection Unit
POSITION TITLE: Facility Inspection Unit
You report to: Recovery Planning Branch Director
You supervise: N/A
Position Overview
The Facility Inspection Unit is responsible for the inspection and occupancy classification of all public buildings, critical facilities, and private homes and businesses following a major emergency.

Responsibilities

Inspect and classify public buildings, critical facilities, and private homes and businesses.

Function as part of the Recovery Unit to return the impacted area to normal as soon as possible.

Initial Actions

Receive a briefing from the Planning and Intelligence Chief with other Branch Directors.

Develop a status by priority, of all reported damaged critical facilities, public buildings, and private homes and businesses, using a grid system to identify areas of damage in addition to individual occupancies.

Inventory City staff qualified to perform building inspections. Organize teams and identify areas of priority inspection.

Coordinate with the Personnel and Volunteer Director for any volunteer structural engineers they may have registered, if needed.
Inform all building inspectors and structural engineers to document all damage found either by video tape, still photographs, audio tape, or written report. The optimal is video tape. Coordinate the acquisition of video equipment, cameras, and associated supplies with the Logistics Section.

Ensure that Facility Inspection Teams working in the field report back the following information:
o Collapsed/hazardous buildings
o Fires
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o Downed power lines
o Exposed broken gas mains/gas leaks
o Street light outages
o Any potential dangerous situations

Inform the Operations Chief of the above information as it is received.
Request the Liaison Officer to contact the Operational Area Mutual Aid Coordinator for additional qualified building inspectors and/or structural engineers upon approval of the Director of Emergency Services and Planning and Intelligence Chief.

Intermediate Actions

Keep the Public Works Director updated on the situation; report any changes as soon as possible.

Ensure that all survey and intelligence data is provided to the EOC immediately upon arrival from the field.

Develop a staffing plan for field building inspectors for the next few days. If inspectors are limited and the Operational Area is unable to immediately arrange for mutual aid, this plan should be developed using a priority system.
Ensure that all building inspectors and structural engineers are tagging inspected buildings in a consistent manner.

Monitor the progress of building inspections and report to the Public Works Director.

Inform the Construction and Engineering Unit Leader of damaged buildings in need of repair.

Extended Actions

Gather all damage documentation from field inspectors on a routing basis and provide it to the Planning/Intelligence Chief for permanent documentation.
Coordinate with the Construction and Engineering Unit Leader and Law Enforcement Branch Director any demolition of damaged structures.
Identify when volunteers and mutual aid resources may be released. Develop a plan to stage demobilization.

Prepare a debriefing report on all facility inspections and actions when the situation becomes manageable.
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Participate in a Critical Incident Stress Debriefing Session and ensure that all building inspectors (City staff, volunteers, or mutual aid responders) participate also.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Facility Inspection Unit and close out logs when authorized by the Planning and Intelligence Chief

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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4.2.8 Technical Specialists
POSITION TITLE: Technical Specialists
You report to: Recovery Planning Branch Director
You supervise: N/A
Position Overview
Technical Specialists are advisors with special skills that may be needed to support a specific incident.

Responsibilities

Act as a resource to members of the EOC staff in their respective technical specialty.

Initial Actions

Receive briefing from Planning and Intelligence Chief with other Section staff.
Assess the current emergency and provide necessary information to the Planning/Intelligence Chief relative to projected duration and intensity of the emergency.

Intermediate Actions

Participate in all EOC briefings and assist in setting objectives and priorities with the Advance Planning Director.

Provide information to the Logistics Chief relative to special equipment needs.

Extended Actions

Keep the Planning and Intelligence Chief advised of all activities and decisions.
Ensure that all communications are copied to the Message Center.
Brief your relief at shift change.

Leave your name, number and place where you can be located if an emergency should occur.

Participate in a Critical Incident Stress Debriefing Session. 684
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Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Technical Specialist position and close out logs when authorized by the Planning and Intelligence Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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4.2.9 Resource Tracking Branch Director
POSITION TITLE: Resource Tracking Branch Director
You report to: Planning & Intel Chief
You supervise: NA
Position Overview
The Resource Tracking Branch Director is responsible for receiving records and passing on information relating to resources already in place, resources requested and estimates of future resource needs.

Responsibilities

Receives records and passes on information relating to resources already in place, resources requested but not yet on scene, and estimates of future resource needs.

Coordinates closely with the Operations Section (to determine resources currently in place and resources needed).

Coordinates closely with the Planning and intelligence Section to give updates on resources allocations and needs.

Post and keeps current all information on the resource status display boards and maps in the EOC.

Initial Actions

Obtains briefing from the Logistics Section Chief.

Set up the collection, organization, and display status of incident resources to include allocation, deployment and staging areas.

Working with the Planning and Intelligence Chief and field command posts obtain as list of resources which have been or need to be ordered.
Obtain necessary equipment and supplies (status boards, marking pens, reporting forms, set up, etc.)

Establish a check-in procedure of resources at specified incident locations.
Maintain master list of all resources checked in at the incident and personnel responsible for resources that are received.
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Initial Actions

Provide for an authentication system in case of conflicting status reports on resources.

Provide a resources overview and summary information to Situation Assessment Branch as requested and written status reports on resource allocations as directed by the Logistics Section Chief.
Coordinate and facilitate telecommunications systems (including radio systems and RACES) available to establish communications links between the City, Special Districts, Essential Volunteer agencies, Operational Area, and field command posts.

Assist in strategy planning based on the evaluation of the resources allocations, resources en route, and projected resources shortfalls.
Keep the Operations Chief informed as to available resources.
Make recommendations to Logistics Chief of resources that are not employed or should be deactivated.

Extended Actions

Monitor staff for signs of stress. Report concerns to the Logistics Chief
Provide for staff relief and rest areas.

Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Resource Tracking Branch and close out logs when authorized by the Logistics Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up
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1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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4.2.10 Demobilization Unit Leader
POSITION TITLE: Demobilization Unit Leader
You report to: Resource Tracking Branch Director
You supervise: N/A
Position Overview
The Demobilization Unit Leader is responsible for preparing the demobilization plan and assisting Section Chiefs in ensuring that an orderly, safe, and cost-effective demobilization of personnel and equipment is accomplished.

Responsibilities

Prepare demobilization plan.

Assist Section Chiefs in ensuring that demobilization is orderly, safe, and costeffective.

Initial Actions

Receive assignment and briefing from the Planning and Intelligence Section Chief.

Review incident resource records to determine probable size of the demobilization effort.

Assess and fill needs for additional personnel, work space and supplies.
Obtain incident command objectives, priorities and constraints on demobilization.

Meet with Agency Representatives to determine:
o Agencies not requiring formal demobilization
o Personnel rest and safety needs
o Coordination procedures with cooperating/assisting agencies
Be aware of ongoing Operations Section resource needs.

Intermediate Actions

Obtain identification and description of surplus resources and probable release times.

Determine finance, supply, and other check-out stops. 689
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Evaluate incident logistics and transportation capabilities to support the demobilization effort.

Establish communications link with appropriate off-incident facilities.
Prepare demobilization plan (Plan to include the following sections):
o General - discussion of demobilization procedure
o Responsibilities - specific implementation responsibility and activity o Release Priority - according to agency and kind and type of resources
o Release Procedures - detailed steps and process to be followed o Directories - maps, telephone numbers, instructions, etc.
Obtain approval of demobilization plan from the Section Chiefs and Director of Emergency Services.

Distribute plan to each processing point.

Ensure that all sections understand their responsibilities within the demobilization plan.

Monitor implementation of demobilization plan.

Assist in the coordination of demobilization plan.

Brief the Planning/Intelligence Section Chief on progress of demobilization.

Extended Actions

Ensure that all communications are copied to the Message Center.
Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Demobilization Branch and close out logs when authorized by the Planning and Intelligence Section Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation
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1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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SECTION 5: LOGISTICS SECTION

5.1 Logistics Section Overview
Logistics is responsible for providing facilities, services, personnel, and equipment, and tracking the status of resources and materials in support of the response to the incident. Logistics also provides the necessary communications for effective response coordination.

In general, the Logistics Section is responsible for providing resources (personnel and equipment) that are not in current City inventories. During response operations, the Operations Chief will first call upon the Units represented in the Operations Section for resources. Once these resources have been exhausted, the Logistics Section will be called upon to locate the required resources from external sources. 692
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5.2 Logistics Section Position Checklists

5.2.1 Logistics Chief
POSITION TITLE: Logistics Chief
You report to: Director of Emergency Services
You supervise: Communications Branch Director, Information Systems Branch Director, Equipment and Transportation Branch Director, Personnel and Volunteer Branch Director, Procurement and Supply Branch Director, Facilities Support Branch Director and the EOC Support Branch Director.

Position Overview
The Logistics Section Chief oversees all of the resource and support functions of the Logistics Section (technology, communications, transportation, personnel, facilities, and others) in support of the emergency response.

Responsibilities

Locate, order, and utilize critical resources in the aftermath of a major disaster.
Ensure the Logistics function is carried out in support of the EOC. This function includes providing communication services, resource tracking; acquiring equipment, supplies, personnel, facilities, and transportation services; and arranging for food, lodging, and other support services as required.
Establish the appropriate level of Branch staffing within the Logistics Section.

Monitor the effectiveness of the organization and modify as required.
Ensure Section objectives as stated in the EOC Action Plan are accomplished within the operational period or within the estimated time frame.
Coordinate closely with the Operations Chief to establish priorities for resource allocation to activated Incident Commands within the affected area.
Keep the Director of Emergency Services informed of all significant issues relating to the Logistics Section.

Initial Actions

Receive situation briefing from the Director of Emergency Services.
Activate Logistics Section Staff, as needed. These positions may include:

Communications Branch Director, Information Systems Branch Director, 693
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Equipment and Transportation Branch Director, Personnel and Volunteer Branch Director, Procurement and Supply Branch Director, Facilities Support Branch Director, Resources Tracking Branch Director and the EOC Support Branch Director.

Brief Logistics Staff on current situation and develop the Section's initial emergency action plan. Designate time for next briefing.
Attend damage assessment meetings.

Intermediate Actions

Establish a donation center to receive donated goods, if needed. Delegate to the Procurement and Supply Branch Director the responsibility to manage this area and request staff as needed.

Obtain information, status of areas and updates regularly from Section Staff.

Assist when necessary.

Meet with Logistics Staff on a regular basis.

Attend routine meetings with the Director of Emergency Services and Section Chiefs.

Communicate frequently with the Director of Emergency Services.
Obtain needed supplies with assistance of the Finance and Administration Chief, as needed.

Inform the Director of Emergency Services and Liaison Officer of the need to coordinate with the Operational Area for mutual aid if unable to obtain requested material, supplies, or personnel through normal channels.

Extended Actions

Ensure that all communications are copied to the Message Center.
Observe all staff and volunteers for signs of stress and inappropriate behavior.

Report concerns to Director of Emergency Services. Provide staff rest periods and relief.

Participate in a Critical Incident Stress Debriefing Session and ensure that all Logistics Section staff and volunteers attend one also.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report. 694
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Determine what follow-up to your assignment might be required before you leave.

Deactivate the Logistics Section Chief position and close out logs when authorized by the Director of Emergency Services.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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5.2.2 Communications Branch Director
POSITION TITLE: Communications Branch Director
You report to: Logistics Chief
You supervise: Message Center Unit Leader
Position Overview
The Communications Branch Director coordinates and facilitates telecommunications systems (including radio systems and RACES) available to establish communications links.

Responsibilities

Coordinate and facilitate telecommunications systems available to establish communications links between the City, Special Districts, essential volunteer agencies, Operational Area, and field command posts.

Initial Actions

Receive briefing from the Logistics Chief.

Assess current status of internal and external telephone systems and radio systems. Report status to the Logistics Chief.

Meet with Logistic Section to determine external sources of communications equipment should the need arise.

Advise the Logistics Chief if there is a need for Amateur Radio support. This should be communicated to the Liaison Officer for a request to the Operational Area to provide as mutual aid.

Intermediate Actions

Establish a mechanism to communicate with field units or command post in the event of a telephone outage or system overload.

Attend Logistics Section meetings.

Communicate frequently with the Logistics Chief.

Develop an Amateur Radio (RACES) staffing plan with the County RACES Officer, as needed.
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Coordinate communications among various volunteer communications agencies (REACT, ARIES, etc.).

Extended Actions

Monitor staff for signs of stress and fatigue. Report concerns to the Logistics Chief.

Provide for staff rest periods and relief.

Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Communications Branch and close out logs when authorized by the Logistics Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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5.2.3 Message Center Unit Leader
POSITION TITLE: Message Center Unit Leader
You report to: Logistics Section Chief
You supervise: N/A
Position Overview
The Message Center Unit Leader organizes, coordinates and acts as custodian of all logged internal and external communications. The information will be sent or received by the EOC through many different channels: telephone, computer systems, email, WebEOC, faxes, government radio, amateur radio, citizens band radio, commercial broadcasts, electronic mail, runners, etc.

Responsibilities

Organizes, coordinates and acts as custodian of all logged internal and external communications.

Initial Actions

Obtain briefings from the Logistics Section Chief.

Establish a Message Center in close proximity to the EOC.
Request personnel to work in the Message Center as runners, to answer phones, to log messages, etc., from the Personnel/Volunteer Director, if position activated, if not request additional personnel from the Logistic Chief.
Use pre-established message forms for documentation of all EOC communiqués.

Receive and log all documentation related to requests and response for personnel or supplies to the respective Chiefs, Directors, Unit Leaders, etc.
Maintain an incoming and outgoing message log.

Assign messages a sequential number based on order messages received.
Set up “In and Out” boxes in the EOC and each work area for runners to pick up and deliver messages.

Message Center runners. Briefing should include but is not limited to:
o Information about work schedule (i.e. hours, breaks, etc.) o Location of copy machines, etc.
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o Section names and locations (activated sections currently working in the EOC).
o Message Center flow:

Collect messages from all message center out boxes throughout the EOC and place in Message Center in box for logging and assignment of number
Distribute messages that have been logged and numbered Intermediate Actions

Once locations of all work areas are known create a chart and/or map showing which section is located where for all Message Center Personnel.
Develop a staffing plan for a 24-hour operation. Communicate needs to the Personnel/Volunteer Director.

Ensure all messages are copied to the Planning/Intelligence Section.
Attend Section meetings.

Extended Actions

Observe staff and volunteers for signs of stress or fatigue.
Provide for staff rest periods and relief.

Participate in a Critical Incident Stress Debriefing session and ensure that all Message Center Staff and volunteers attend one also.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Message Center Unit and close out logs when authorized by the Logistics Chief

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up
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1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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5.2.4 Information Systems Branch Director
POSITION TITLE: Information Systems Branch Director
You report to: Logistics Section Chief
You supervise: N/A
Position Overview
The Information Systems Director directs the maintenance and repair of computer support operations to assure the City can function.

Responsibilities

Coordinate computer support for the EOC
Initial Actions

Receive a briefing from the Logistics Section Chief.

Determine status and operability of primary computer systems and applications of City computer support.

Report status to Logistics Section Chief.

Inventory information services staff available in the City to assist in the restoration of essential systems. If none available, contact local vendors for services. If still not available, work through the Logistics Section Chief to request mutual aid from the Operational Area.

Develop an action plan to address the systematic repair/restoration of essential computer systems.

Activate the City’s “Hot Site” (an area where all City mainframe computers are duplicated and ready to run upon notification), if one has been set up. If not, work with the Finance/Administration Section to determine which computer vendors have a “disaster” clause and will supply the needed equipment.

Arrange for such equipment.

Establish computer needs of the EOC, and in particular, the Planning and Intelligence Section, to support the response activities (e.g., laptop computers for field use) and documentation requirements. Coordinate with the Section Chiefs and the Director of Emergency Services.
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Intermediate Actions

Report status on a routine basis to the Logistics Section Chief.
Coordinate with appropriate vendors for computer support and repair operations. Inform the Logistics Section Chief of actions.

Extended Actions

Develop a plan to transfer computer operations back to City site(s) as soon as feasible and close down any alternative site(s) used during the restoration of the City’s capabilities.

Observe staff for signs of stress and report concerns to the Logistics Chief.
Provide for staff rest periods and relief.

Participate in a Critical Incident Stress Debriefing session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Information Systems Branch and close out logs when authorized by the Logistics Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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5.2.5 Equipment and Transportation Branch Director
POSITION TITLE: Equipment and Transportation Branch Director You report to: Logistics Chief
You supervise: N/A
Position Overview
The Equipment and Transportation Branch Director is responsible for the maintenance and tracking of City equipment and transportation vehicles used during the emergency or sent to other jurisdictions as part of a mutual aid request from the Operational Area.

Responsibilities

Develops a transportation plan to support EOC and field operations (i.e. evacuations, etc.) operations.

Arrange for the acquisition or use of required transportation resources.
Coordinate closely with the Operations Section (to determine resources currently in place and resources needed) and with the Planning/Intelligence Section to give updates on resource allocations and needs.
Responsible to post and keep current all information on the resource status display boards and maps in the EOC relating to transportation resources.

Initial Actions

Receive briefing from the Logistics Chief with other Section Directors.
Inventory all City equipment and transportation vehicles and categorize as “In Use”, “Available”, “Under Repair”, etc.

Determine what equipment and vehicles are needed and where they need to go.

Inventory spare parts for equipment and transportation vehicles.
Identify emergency generators in the City; their size, capability, and locations.
Coordinate with the Procurement and Supply Director to identify those vendors with contracts to supply the City with needed equipment, transportation vehicles, spare parts, and/or fuel during emergency situations. Put these vendors on notice that resources may be needed.
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Identify where additional emergency generators may be obtained; put the vendor on alert to this possibility.

Identify available fuel within the City Yard for vehicles and/or transportation vehicles; put outside vendors on notice that their fuel (gasoline, diesel, or propane) may be needed.

Create a resource status board to indicate the status of all City owned equipment and transportation vehicles, current location, in use, out of service, expected time back in service, and items on loan to others.
Establish contact with the private transportation services in the City (i.e., taxis, bus companies, etc.) to determine equipment and transportation vehicles available should they be needed.

Identify staff available to work and develop a 24-hour staffing plan so that equipment malfunctions may be dealt with in a timely manner.

Intermediate Actions

Participate in all Section briefings and keep the Logistics Chief informed of the status of City equipment and transportation vehicles.

Confirm which streets are impassable and what alternate routes are necessary.
Develop a plan for transportation vehicles for those needing such a service in the event of an evacuation. Coordinate this with the Evacuation Unit Leader in the Operations Section.

Develop a plan to repair those pieces of equipment and transportation vehicles out of service.

Arrange for spare parts to be available from private vendors should they be needed for City use. This may also be done through the Operational Area should the vendors be outside of the City limits.

Extended Actions

Update the Logistics Chief of any changes in status of equipment and/or transportation vehicles.

Develop a plan for servicing all equipment and transportation vehicles once they are released from service.

Monitor staff for signs of stress and fatigue; plan for staff rest periods.
Participate in a Critical Incident Stress Debriefing Session. 704
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Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Equipment and Transportation Branch and close out logs when authorized by the Logistics Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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5.2.6 Personnel and Volunteer Branch Director
POSITION TITLE: Personnel and Volunteer Branch Director You report to: Logistics Chief
You supervise: N/A
Position Overview
The Personnel and Volunteer Branch Director inventories available staff and establishes a Personnel Pool area to collect and register available staff and volunteers.

Responsibilities

Inventory all available staff.

Establish a Labor Pool area to collect and register all available staff and volunteers.

Coordinate with appropriate City Department Directors or Supervisors to coordinate re-assignment of staff to disaster related jobs.
Receive requests and assign available staff as needed.
Maintain adequate numbers of available personnel.

Assist in the maintenance of staff morale.

Provide guidance to the Director of Emergency Services and Management Group regarding any Union issues which may arise in the reassignment of staff to “out-of-class” tasks during the emergency.

Initial Actions

Obtain briefing from the Logistics Chief.

Establish Labor Pool area and communicate operational status to the EOC Sections and Director as well as to the PIO as a location for volunteers to report, if requested.

Develop a registration process and criteria for acceptable for volunteers not employed or associated with the City.

Develop or implement the process for registering and swearing in of volunteers as Disaster Service Workers
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Inventory the number and classify staff presently available. Use the following classifications and sub-classifications for personnel:
o Management (Including Emergency Managers)
o Administrative/Analyst
o Clerical
o Typist/Computer literate
o Short hand capabilities
o General Receptionist
o Specialists
o Public Works (building engineers, structural engineers, construction skills, road repair, etc.)
o Law Enforcement
o Fire Suppression
o Medical – Physicians, RN, EMT, PM, etc.
o Recreation
o Purchasing/Contracts

Obtain assistance from all Section Chiefs to establish long term staffing needs.

Intermediate Actions

Maintain a log of all assignments.

Develop a staffing plan for all staff increments of time appropriate to the situation, weather conditions, etc. and communicate it to all Section Chiefs and Director of Emergency Services.

Ensure maintenance of staff time sheets; obtain clerical support if necessary.

Coordinate this with the Finance Section.

Assist the PIO (Public Affairs) in publishing an informational sheet for employees regarding when and where to report and for volunteers regarding City needs or refer them to the Operational Area.

Maintain a Message Center in the Labor Pool area for re-assigned personnel.
Brief the Logistics Chief as frequently as necessary on the status of labor pool numbers and composition.

Extended Actions

Develop staff rest and nutritional area.

Observe and assist staff who exhibit signs of stress and other fatigue. Report concerns to Logistics Chief. Provide for staff rest periods and relief. 707
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Participate in a Critical Incident Stress Debriefing Session and arrange for all City staff and involved volunteers to also attend a session.
Develop a demobilization plan to begin staffing regular City positions as soon as possible.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Personnel and Volunteer Branch and close out logs when authorized by the Logistics Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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5.2.7 Procurement and Supply Branch Director
POSITION TITLE: Procurement and Supply Branch Director
You report to: Logistics Chief
You supervise: N/A
Position Overview
The Procurement and Supply Branch Director is responsible for the management of material resources in support of emergency response actions.

Responsibilities

Responsible for the management of material resources in support of emergency response actions.

Expedites the procurement of resources, including nutritional support for the EOC and field command posts.

Coordinates with the Finance and Administration Section to manage the collection and maintenance of cost data.

Initial Actions

Receive briefing from the Logistics Chief.

Meet with and brief all City staff responsible for purchasing supplies for the City.
Establish and communicate the operational status to the Logistics Chief.
Collect and coordinate essential supplies. Prepare to assist with equipment leasing and/or purchase upon request of the Equipment and Transportation Director. Consider transportation needs for equipment and supplies when responding to request.

Survey all City facilities to develop a supply inventory, to include but not limited to:
o Water
o Food
o Protective clothing for field units
o Office supplies
o Sanitation services for EOC and Media Center
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Coordinate with Departments to inventory the equipment and supplies they may have stored and identify the storage location(s).

Develop procedures for procurement of supplies, personnel, etc.

Intermediate Actions

Manage the “donation center” as needed. Request additional staff to assist in documenting the receipt and distribution of all donated goods and services.
Track the status of all supplies as “available” location”, not available”, “requested and ETA”, “requested from Operational Area”.

Extended Actions

Identify additional supply needs. Make request/needs known through the Logistics Chief.

Keep the Logistics Chief updated on activities and decisions made.
Set up procedures for return of unused supplies.

Observe and assist staff who exhibit sign of stress or fatigue. Report concerns to the Logistics Chief.

Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.

Deactivate the Procurement and Supply Branch and close out logs when authorized by the Logistics Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion
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1.4.5 Demobilization
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5.2.8 Facility Support Branch Director
POSITION TITLE: Facility Support Branch Director
You report to: Logistics Chief
You supervise: N/A
Position Overview
The Facility Support Branch Director is responsible for the location of sleeping and sanitation facilities for the EOC and field units.

Responsibilities

Responsible for the location of sleeping and sanitation facilities for the EOC and field units.

Locates alternate buildings for City staff to work in either on a short or long term basis, depending upon the situation.

Initial Actions

Receive briefing from the Logistics Chief.

Establish a work area in the EOC

Inventory all City owned or leased facilities.

Prioritize those facilities by City u se, and request a damage assessment of each one from Public Works Director.

For any leased buildings used by the City, contact the building owner or manager to obtain a status report. If unable to contact the building owner, request the Facility Inspection Director to provide a status report.
Coordinate with Public Works Director to repair any damaged City building.
Determine which City facilities are not functional. Develop a plan to identify which City service must be re-located. Arrange for alternative sites. The Logistics and Finance and Administration Chiefs and the Director of Emergency Services must approve the plan and the leasing of any facility. 712
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Intermediate Actions

Request additional staff to assist in this function from the Personnel and Volunteer Director, if needed. If appropriate staff is not available, notify the Logistics Chief of the need for mutual aid for personnel.
Track and document all City functions transferred to alternative sites/facilities due to the emergency, to include but not limited to:
o Address of alternative facility
o City function re-assigned to other facilities
o Building owner or contact person
o Length of lease

Work with the Procurement and Supply Director and Communication Director to obtain necessary supplies needed for City staff to work in alternative sites. All possible attempts should be made to salvage City equipment and supplies prior to purchase or lease.

Extended Actions

Keep the Logistics Chief updated on activities and decisions made.
Develop a plan to relocate City staff back to regular work sites as soon as possible.

Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Facility Support Branch and close out logs when authorized by the Logistics Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion
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1.4.5 Demobilization
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5.2.9 EOC Support Branch Director
POSITION TITLE: EOC Support Branch Director
You report to: Logistics Chief
You supervise: NA
Position Overview
The EOC Support Branch Director is responsible for supplying the food, lodging, sanitation facilities and other comfort needs to the EOC.

Responsibilities

In coordination with the EOC Manager, responsible for supplying the food, lodging, sanitation facilities and other comfort needs to the EOC. This may include sites away from the EOC (i.e., Department Operations Centers (DOCs), etc.), as well as providing these items to personnel unable to leave tactical field assignments, as directed.

Initial Actions

Receive assignment and briefing from the Logistics Chief.
Determine food, potable water, lodging, sanitation facilities, and other comfort requirements for EOC Personnel.

Coordinate with the Logistics Chief, EOC Manager, and Purchasing Branch to determine what if any prior Memorandums of Understanding (MOU) are in place for obtaining food, lodging, and comfort supplies.
Survey personnel working in the EOC to determine any special needs or diet restrictions.

Coordinate with the Procurement and Supply Director to obtain necessary food, potable water, and comfort items. Determine delivery times.
Coordinate with the Procurement and Supply Director and the Finance and Administration Chief in determining the method of payment for items purchased.

Determine based on availability, areas where food and comfort items can be disbursed from.
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Initial Actions

Assist EOC Manager, when requested to do so.

Brief EOC Manager frequently on EOC status.

Participate in all Logistics Section meetings.

Identify break room and lunchroom locations. Ensure locations are away from work areas, if possible. Notify Situation Assessment Director for posting of locations in the EOC.

Inventory and maintain accurate records regarding quantity and types of food, water, lodging, and comfort items available.

If the areas where supplies are being stored become a security issue due to theft, pilfering, etc, coordinate with the Security Officer for security coverage.
Maintain food services areas, ensuring that all appropriate health and safety measures are being followed.

Request additional staff (if needed) for food distribution, etc., from the Logistics Chief.

Arrange transportation for EOC personnel to and from lodging (hotels, etc).
Assist the Liaison Officer and PIO with VIP lodging and transportation.
Assist in locating needed furniture and/or supplies for the EOC work areas.

Extended Actions

When demobilization is imminent coordinate with the Logistics Chief regarding storage and/or return of left over food and water supplies and comfort items.
Ensure that all communications are copied to the Message Center.
Monitor staff for signs of stress.

Provide for staff relief and rest areas.

Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.
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Deactivate the EOC Support Branch and close out logs when authorized by the Logistics Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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SECTION 6: FINANCE and ADMINISTRATION SECTION

6.1 Finance and Administration Section Overview
Finance and Administration is responsible for all financial and cost analysis aspects of the incident and/or any administrative aspects not handled by other functions.

The Finance and Administration Chief is a member of the jurisdiction's Emergency Management Organization. The Chief is responsible for all fiscal activities related to the disaster situation. The Finance and Administration Section may consist of only one person initially who performs all duties. As an incident grows, if staffing allows, it is likely that the Finance and Administration Section personnel will increase.

There are several important aspects of this function. First, in a major disaster, the state and federal governments will provide certain reimbursements to local jurisdictions.

Tracking local expenditures and damages is necessary to receive reimbursements. If tracking by systematic means is not done during an emergency, it may take years to retrace and document expenditures.

Second, during every major disaster, people get hurt, or property is damaged during the response phase. These events usually lead to claims against the responding agency or jurisdiction. The Finance and Administration; Risk Management Section is responsible for investigating all known claims as quickly as possible. 718
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6.2 Finance and Administration Section Position Checklists

6.2.1 Finance and Administration Chief
POSITION TITLE: Finance and Administration Chief
You report to: Director of Emergency Services
You supervise: Purchasing Branch Director, Compensation and Claims Branch Director, Risk Management Branch Director, Accounting and Record-Keeping Branch Director, and Time Recording Branch Director.

Position Overview
The Finance and Administration Chief is responsible for the monitoring the utilization of all City financial assets, insuring that all necessary time and expense records are maintained, and that any potential claims against the City are identified and tracked.

Responsibilities

Oversee the acquisition of supplies and services necessary to meet the demands of the emergency.

Supervise the documentation of expenditures relevant to the emergency incident.
Oversee the tracking of potential claims against the City.

Initial Actions

Obtain briefing from the Director of Emergency Services.
Assign, as needed, Purchasing Director, Compensation and Claims Director, Risk Management Director, Accounting and Record-Keeping Director, and Time Recording Director; distribute corresponding checklists and position identifiers, (i.e., vests).

Confer with Finance/Administration Section Directors after meeting with the Director of Emergency Services to develop the Section's priorities.
Establish a Financial/Administration Section area in the EOC. Ensure adequate documentation/recording personnel are requested.
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Intermediate Actions

Obtain briefings and updates from Director of Emergency Services as appropriate.

Relate pertinent financial status reports to appropriate Chiefs and Directors.
Advise all City department heads as to the coordination of financial accountability for extraordinary expenditures in response to the emergency.
Participate in routine briefings held by the Director of Emergency Services.
Schedule planning meetings with Section Directors to update/revise the section's priorities.

Extended Actions

Observe all staff and volunteers for signs of stress and inappropriate behavior.

Report concerns to Director of Emergency Services. Provide for staff rest periods and relief.

Participate in a Critical Incident Stress Debriefing Session and ensure that all Finance/Administration staff and volunteers attend.

Assist in implementation of the documentation portion of the incident demobilization plan.

Assist the Recovery Planning Director in the Planning/Intelligence Section with the tracking of all claims for reimbursement and submittal of the proper documentation.
Provide a Finance/Administration Section Debriefing paper to the Planning/Intelligence Section.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Finance and Administration Chief position and close out logs when authorized by the Director of Emergency Services.

Leave forwarding phone number where you can be reached. 720
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Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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6.2.2 Purchasing Branch Director
POSITION TITLE: Purchasing Branch Director
You report to: Finance and Administration Chief
You supervise: N/A
Position Overview
The Purchasing Branch Director is responsible for the documentation of equipment and personnel usage costs, supplies/material purchase orders/invoices, contract purchase orders/invoices, and journal vouchers relating to the emergency. In addition, this branch is responsible for the provision of cost information for the processing of all financial reimbursement claims.

Responsibilities

Document personnel and equipment usage costs.

Document supplies/material purchase orders/invoices.

Document contract purchase orders/invoices.

Document journal vouchers relating to the emergency.

Provide cost information for the processing of all financial reimbursement claims.

Initial Actions

Receive assignment and briefing from the Finance and Administration Section Chief.

Set up any necessary special account numbers to track expenses for the emergency.

Provide all sections with appropriate accounting forms and/or information necessary for cost recovery.

Ensure the separate accounting of all purchases specifically related to the incident.
Coordinate with the Procurement and Supply Director in the Logistics Section. 722
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Intermediate Actions

Provide any required fiscal reports concerning the incident
Keep the Finance and Administration Chief informed of status.
Coordinate with the Finance and Administration Chief to identify any special or unusual type of record keeping or necessary documentation.
Ensure that all purchases are in accordance with set procedures.

Extended Actions

Ensure that all communications are copied to the Message Center.
Provide summary reports as requested on expenditures due to the emergency.
Assist other Finance and Administration and Logistic Section staff members in final documentation of their activities as they relate to fiscal matters.
Assist the Finance and Administration staff in development of a Finance debriefing paper for Planning/Intelligence Section.

Provide any other assistance as requested by the Finance and Administration Chief.

Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Purchasing Branch and close out logs when authorized by the Finance and Administration Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up
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1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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6.2.3 Compensation and Claims Branch Director
POSITION TITLE: Compensation and Claims Branch Director You report to: Finance and Administration Chief
You supervise: N/A
Position Overview
The Compensation and Claims Branch Director is responsible for determining potential City liability as a result of the disaster and recommends risk avoidance measures as appropriate to the disaster conditions.

Responsibilities

Determine potential City Liability as a result of the disaster.
Recommends risk avoidance measures as appropriate to the disaster conditions.
Participates in the assessment of damages to City owned property for possible reimbursement from insurance companies.

Initial Actions

Receive assignment and briefing from the Finance and Administration Section Chief.

Analyze the situation and identify any possible areas where City liability may become an issue.

Determine the elements of the liability issue. Coordinate with the appropriate elements of the City government and insurance company(s).
Participate in damage assessment of City owned property.

Intermediate Actions

Keep the Finance and Administration Chief informed of status and submit any necessary reports.

Identify any special or unusual type of record keeping or documentation necessary. 725
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Identify activities that may require detailed investigation after the event is controlled.

Extended Actions

Provide summary reports as requested.

Assist other Finance and Administration and Logistic Section staff members in final documentation of their activities as they relate to fiscal matters.
Provide any other assistance as requested by the Finance and Administration Chief.

Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Compensation and Claims Branch and close out logs when authorized by the Finance and Administration Chief

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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6.2.4 Risk Management Unit Leader
POSITION TITLE: Risk Management Unit Leader
You report to: Finance and Administration Section Chief You supervise: N/A
Position Overview
The Risk Management Unit Leader determines potential City liability as a result of the disaster and recommends risk avoidance measures as appropriate to the disaster conditions.

Responsibilities

Determines potential City liability as a result of the disaster and recommend risk avoidance measures as appropriate to the disaster conditions.
Participates in the assessment of damages to City owned property for possible reimbursement from insurance companies.

Initial Actions

Receive briefing from Finance and Administration Section Chief with other Section Directors. Assist in development of a section emergency action plan.
Analyze the situation and identify any possible areas where City liability may become an issue.

Determine the elements of the liability issue. Coordinate with the appropriate elements of the City government.

Document all actions contemplated and/or taken.

Participate in damage assessment of City owned property.

Intermediate Actions

Keep the Finance and Administration Section Chief informed of status and submit any necessary reports.
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Establish contact with the Director of Emergency Services and/or the Operational Area Finance Section to identify any special or unusual type of record keeping or documentation necessary.

Identify activities that may require detailed investigation after the event is controlled.

Extended Actions

Provide summary reports as requested.

Assist other Finance and Administration and Logistics Section staff members in final documentation of their activities as they relate to fiscal matters.
Provide any other assistance as requested by the Finance and Administration Section Chief.

Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Risk Management Branch and close out logs when authorized by the Finance and Administration Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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6.2.5 Accounting and Record-Keeping Branch Director
POSITION TITLE: Accounting and Record-Keeping Branch Director You report to: Finance and Administration Chief
You supervise: N/A
Position Overview
The Accounting and Record-Keeping Branch Director is responsible for collecting all cost data.

Responsibilities

Collects all cost data, performing cost effectiveness analyses, providing cost estimates and cost saving recommendations for the incidents.
Responsible for the provision of cost information for the processing of all financial reimbursement claims.

Initial Actions

Receive briefing from the Finance and Administration Section Chief.
Provide all sections with appropriate accounting forms and/or information necessary for cost recovery.

Ensure the separate accounting of all purchases specifically related to the incident.
Verify with all Section Chiefs that cost related documents are being sent to you. If no plan has been developed, prepare a plan and share with all Section Chiefs.
Coordinate with the Finance and Administration Section Chief on cost reporting procedures.

Obtain and record all cost data.

Prepare incident cost summaries.

Prepare resources-use cost estimates for planning.
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Intermediate Actions

Make recommendations for cost savings to Finance and Administration Section Chief.

Maintain cumulative incident cost records.

Insure that all cost documents are accurately prepared.
Provide any required fiscal reports concerning the incident.
Coordinate with the Finance and Administration Chief to identify any special or unusual type of record keeping or documentation that is necessary.
Brief the Finance and Administration Chief on current problems, recommendations, outstanding issues, and follow-up requirements.

Extended Actions

Ensure that all communications are copied to the Message Center.
Provide summary reports as requested on expenditures due to the emergency.
Provide for records security which may include keeping copies of records at a remote site.

Provide any other assistance as requested by the Finance and Administration Chief.

Participate in a Critical Incident Stress Debriefing session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Accounting and Record-Keeping Branch and close out logs when authorized by the Finance and Administration Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation
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1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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6.2.6 Time Recording Unit Leader
POSITION TITLE: Time Recording Unit Leader
You report to: Finance and Administration Section Chief You supervise: N/A
Position Overview
The Time Recording Unit Leader maintains records of all personnel time worked at the emergency, which includes all volunteers that may or may not be previously registered as Disaster Service Workers.

Responsibilities

Maintain records of all personnel time worked at the emergency, including volunteer time.

Initial Actions

Receive assignment and briefing from the Finance and Administration Section Chief.

Ensure the documentation of personnel hours worked and volunteer hours worked in all areas relevant to the City emergency response. Confirm the use of the Emergency Incident Time Sheet by all Section Chiefs.

Set up any necessary special account numbers to track personnel costs for the emergency.

Provide all Sections with appropriate emergency incident time sheets, forms, and/or information necessary for cost recovery.

Ensure the separate accounting of all purchases specifically related to the incident.
Ensure that daily personnel time recording documents are prepared and compliance to time policy is met.

Brief the Finance and Administration Section Chief on current problems, recommendations, outstanding issues and follow-up requirements. 732
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Intermediate Actions

Make sure that copies of all records go to the Documentation Director in the Planning/Intelligence Section at end of shift.

Keep the Finance and Administration Chief informed of status.
Provide summary reports as requested on expenditures due to the emergency.
Coordinate with the Finance and Administration Chief to identify any special or unusual type of record keeping or documentation that is necessary.

Extended Actions

Ensure all communications are copied to the Message Center.
Time reports from assisting agencies should be released to the respective agency representatives prior to demobilization.

Provide any other assistance as requested by the Finance and Administration Chief.

Participate in a Critical Incident Stress Debriefing Session.

Demobilization

Ensure that all required forms or reports are completed prior to your release and departure.

Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Time Recording Branch and close out logs when authorized by the Finance and Administration Chief.

Leave forwarding phone number where you can be reached.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion
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1.4.5 Demobilization
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6.2.7 Cost Accounting Unit Leader
POSITION TITLE: Cost Accounting Unit Leader
You report to: Accounting and Record-Keeping Branch Director You supervise: N/A
Position Overview
This position is responsible collecting all cost data, performing cost effectiveness analyses, providing cost estimates, and cost saving recommendations for the event from the onset of the emergency.

Responsibilities

Collect all cost data, performing cost effectiveness analyses, providing cost estimates, and cost saving recommendations for the event.
Provide cost information for the processing of all financial reimbursement claims.

Initial Actions

Receive assignment and briefing from your immediate superior as designated by the EOC organization chart. If applicable, receive a debriefing from the staff member that you are relieving.

Review your specific position checklists.

Report to your work area and put on your position identifier and start activity log.
Determine your personal operating location and set up as necessary
Open and maintain an Activity Log by documenting all actions and decisions. (Ensure that your Activity Log(s) is given to the Planning & Intelligence Chief when completed and/or at the end of shift.)

Make frequent notes to capture information specifically related to major aspects of the event.

Provide all Sections with appropriate accounting forms and/or information necessary for cost recovery.
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Ensure the separate accounting of all purchases specifically related to the event are collected at end of each shift.

Verify with all Section Chiefs that cost related documents are being sent to you. If no plan has been developed, prepare a plan and share with all Section Chiefs.
Coordinate with the Accounting & Record-Keeping Branch Director and Finance and Administration Section Chief on cost reporting procedures.
Obtain and record all cost data.

Prepare event cost summaries.

Prepare resources-use cost estimates for planning.

Intermediate Actions

Participate in all applicable Section and Branch meetings and EOC briefings.
Obtain copies of all APs.

Maintain all required records and documentation to support the After-Action Report and the history of the event:
o Messages received
o Actions taken
o Decision justification and documentation
o Requests filled
o APs as disseminated

Refer all contacts with the media to the PIO.

Work with your EOC supervisor and/or Section Chief if you require additional staffing for your function.

Request additional resources as needed (computer, phone lines, fax, printer, etc.) through Logistics Section Chief.

Function/operate in a safe manner during your shift.

Observe and assist staff that exhibit signs of stress or fatigue. Report concerns to your Section Chief or the Director of Emergency Services.
Make recommendations for cost savings to Accounting and Record-Keeping Branch Director and to Finance and Administration Chief.
Maintain cumulative cost records due to the emergency. 736
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Ensure that all cost documents are accurately prepared.
Provide any required fiscal reports concerning the event.
Keep Accounting and Record-Keeping Branch Director and Finance and Administration Chief informed of status.

Coordinate with the Accounting and Record-Keeping Branch Director and Finance and Administration Chief to identify any special or unusual type of record keeping or necessary documentation.

Brief Accounting and Record-Keeping Branch Director and Finance and Administration Chief on current problems, recommendations, outstanding issues, and follow-up requirements.

Extended Actions

Document all actions and decisions made on an activity log.
Ensure that all communications are copied to the Message Center.
Provide summary reports as requested on expenditures due to the emergency.
Assist other Finance & Administration and Logistics Section staff members in final documentation of their activities as they relate to fiscal matters.
Provide for records security which may include keeping copies of records at a remote site.

Assist the Finance & Administration Section staff in development of an After-Action Report for the Planning & Intelligence Section.

Provide any other assistance as requested by the Finance & Administration Chief.
Keep the Finance & Administration Chief updated on the event and of any changes.

Document all activities and decisions made on an activity log.
Participate in a Critical Event Stress Debriefing Session.

Shift Completion

Ensure that your personnel and equipment time records, and a record of expendable materials used are provided to the Cost Accounting Unit of the Finance & Administration Section.
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Ensure that all required forms or reports are completed prior to your release and departure.

Ensure that all time sheets and any travel expense claims are completed properly and signed by each employee prior to submitting them.

Thoroughly brief your shift relief on the current status of the event. Ensure that inprogress activities are identified and follow-up requirements are known.
Leave forwarding phone number where you can be reached if different from the employee contact list.

Demobilization

Deactivate the Cost Accounting Unit and close out logs when authorized by the Finance and Administration Chief or the Director of Emergency Services.
Ensure that all required forms or reports are completed prior to departure.
Close out activity logs and ensure that all relevant status boards are current.
Determine what follow-up actions to your assignment might be required and ensure that any open actions not yet completed will be handled after demobilization.

Ensure that all staff and volunteers attend/participate in a Critical Event Stress Debriefing session.

Leave forwarding phone number where you can be reached if different from the employee contact list.

Provide input to the After-Action Report as directed by your EOC supervisor.
Provide all activity logs to the Planning and Intelligence Chief upon departure.
Ensure your EOC work location is in a ready status and return facility to normal.
Ensure you sign out in EOC logbook.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities
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1.4.4 Shift Completion

1.4.5 Demobilization
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6.2.8 Damage Survey Reports (DSR) Record-Keeping Unit Leader POSITION TITLE: DSR Record-Keeping Unit Leader
You report to: Accounting and Record-Keeping Branch Director You supervise: N/A
Position Overview
The DSR Record-Keeping Unit Leader is responsible for maintaining records of all personnel time worked at the emergency, including all volunteers that may or may not be previously registered as Disaster Service Workers (DSWs).

Responsibilities

Maintain records of all personnel time worked at the emergency, including all volunteers that may or may not be previously registered as DSWs.

Initial Actions

Receive assignment and briefing from your immediate superior as designated by the EOC organization chart. If applicable, receive a debriefing from the staff member that you are relieving.

Review your specific position checklists.

Report to your work area and put on your position identifier and start activity log.
Determine your personal operating location and set up as necessary
Open and maintain an Activity Log by documenting all actions and decisions. (Ensure that your Activity Log(s) is given to the Planning & Intelligence Chief when completed and/or at the end of shift.)

Make frequent notes to capture information specifically related to major aspects of the event.

Ensure the documentation of personnel hours worked and volunteer hours worked in all areas relevant to the City emergency response.

Set up any necessary special account numbers to track personnel costs for the emergency.
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Provide all sections with appropriate emergency event time sheets, forms, and/or information necessary for cost recovery.

Ensure the separate accounting of all purchases specifically related to the event.
Ensure that daily personnel time recording documents are prepared and compliance to time policy is met.

Brief the Accounting & Record-Keeping Branch Director on current problems, recommendations, outstanding issues, and follow-up requirements.

Intermediate Actions

Participate in all applicable Section and Branch meetings and EOC briefings.
Obtain copies of all APs.

Maintain all required records and documentation to support the After-Action Report and the history of the event:
o Messages received
o Actions taken
o Decision justification and documentation
o Requests filled
o APs as disseminated

Refer all contacts with the media to the PIO.

Work with your EOC supervisor and/or Section Chief if you require additional staffing for your function.

Request additional resources as needed (computer, phone lines, fax, printer, etc.) through Logistics Section Chief.

Function/operate in a safe manner during your shift.

Observe and assist staff that exhibit signs of stress or fatigue. Report concerns to your Section Chief or the Director of Emergency Services.
Make sure that copies of all records go to the Communications & Documentation Branch Director in the Planning & Intelligence Section at the end of each shift.
Keep the Accounting & Record-Keeping Branch Director informed of status.
Provide summary reports as requested on expenditures due to the emergency. 741
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Coordinate with the Accounting & Record-Keeping Branch Director to identify any special or unusual type of record-keeping or documentation that is necessary.

Extended Actions

Ensure that all communications are copied to the Message Center.
Release time reports for assisting agencies to the respective agency representatives prior to demobilization.

Assist the Finance & Administration Section staff in the development of an AfterAction Report for the Planning & Intelligence Section.
Provide any other assistance as requested by the Finance & Administration Section Chief.

Participate in a Critical Event Stress Debriefing session.

Shift Completion

Ensure that your personnel and equipment time records, and a record of expendable materials used are provided to the Cost Accounting Unit of the Finance & Administration Section.

Ensure that all required forms or reports are completed prior to your release and departure.

Ensure that all time sheets and any travel expense claims are completed properly and signed by each employee prior to submitting them.

Thoroughly brief your shift relief on the current status of the event. Ensure that inprogress activities are identified and follow-up requirements are known.
Leave forwarding phone number where you can be reached if different from the employee contact list.

Demobilization

Deactivate the DSR Record-Keeping Unit and close out logs when authorized by the Finance and Administration Chief or the Director of Emergency Services.
Ensure that all required forms or reports are completed prior to departure.
Close out activity logs and ensure that all relevant status boards are current. 742
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Determine what follow-up actions to your assignment might be required and ensure that any open actions not yet completed will be handled after demobilization.

Ensure that all staff and volunteers attend/participate in a Critical Event Stress Debriefing session.

Leave forwarding phone number where you can be reached if different from the employee contact list.

Provide input to the After-Action Report as directed by your EOC supervisor.
Provide all activity logs to the Planning and Intelligence Chief upon departure.
Ensure your EOC work location is in a ready status and return facility to normal.
Ensure you sign out in EOC logbook.

Supporting EOC Checklists

1.4.1 EOC Activation

1.4.2 Shift Start-up

1.4.3 On-going Activities

1.4.4 Shift Completion

1.4.5 Demobilization
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SECTION 7: GENERAL REFERENCE INFORMATION

7.1 City Proclamation
A Local Emergency may be proclaimed by the City Council or by the City Manager as specified by City of Banning Ordinance 1258.

The City Council must terminate the emergency declaration at the earliest possible date that conditions warrant.

The Declaration of a Local Emergency provides certain legal immunities for emergency actions taken by City of Banning employees. This provides protection for the City and the employees.

The proclamation of a Local Emergency provides the City Council with the legal authority to:
 If necessary, request that the Governor proclaim a State of Emergency and/or request a Presidential declaration.
 Promulgate or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew within designated boundaries.
 Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements.  Request State agencies and other jurisdictions to provide mutual aid.  Require the emergency services of any local official or employee.  Requisition necessary personnel and materials from any local department or agency.
 Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use.
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 Impose penalties for violation of lawful orders.

A sample Local Emergency proclamation is shown below:

PROCLAMATION DECLARING THE EXISTENCE OF A LOCAL
EMERGENCY UNDER GOVERNMENT CODE SECTION 8630 AND
THE CITY OF BANNING ORDINANCE 1378
WHEREAS, City of Banning Ordinance 1378 authorizes the City Council to proclaim the existence of a “Local Emergency,” and delegates such authority to declare such an emergency to the City Disaster Council if the City Council is not session, and; WHEREAS, that conditions of extreme peril to the safety of persons and property have arisen with the City of Banning caused by ________________________, and; WHEREAS, the aforesaid conditions of extreme peril warrant and necessitate the proclamation of a Local Emergency,
NOW THEREFORE, IT IS HEREBY PROCLAIMED that a Local Emergency exists throughout the City of Banning, and
IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said Local Emergency, the powers, functions, and duties of the Disaster Council of this City shall be those prescribed by State law and the ordinances, resolution and approved plans of the City of Banning in order to mitigate the effects of said Local Emergency, and
BE IT FURTHER RESOLVED AND ORDERED that the Director of Emergency Services or his/her successor as outlined in City of Banning Ordinance 892, is hereby designated as the authorized representative of the City of Banning for the purpose of receipt, processing and coordination of all inquires and requirements necessary to obtain available state and federal assistance.

Dated:
xxxxxxxxxxx,
City Manager/Director of Emergency Services
ATTEST:

Xxxxxxxxxxxx,
City Clerk
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7.2 Management Section Support Documentation

7.2.1 Governor’s Orders and Regulations
State of Emergency
The following orders and regulations may be selectively promulgated by the Governor during a State of Emergency. These orders are extracted from the California Emergency Plan.

Order 1 (Employment)
IT IS HEREBY ORDERED that the period of employment for State Personnel Board emergency appointments, as provided in Section 19120 of the Government Code and State Personnel Board Rules 301-303, be waived for positions required for involvement in emergency and/or recovery operations. The requirements and period of employment for such appointments will be determined by the Director, California Office of Emergency Services, but shall not extend beyond the termination date of said State of Emergency.

Order 2 (Medical Supplies)
IT IS HEREBY ORDERED that in the area proclaimed to be in a State of Emergency and/or that specific area(s) designated by the Director, California Office of Emergency Services, outside of the proclaimed area(s) but which is (are) essential to the relief and aid of the lives and property within the proclaimed area, all drugs and medical supply stocks intended for wholesale distribution shall be held subject to the control and coordination of the Department of Health Services, Food and Drug Section. Authority imparted under this Order, and specific to the proclaimed emergency shall not extend beyond the termination date of said State of Emergency.

Order 3 (Salary Payment)
IT IS HEREBY ORDERED that during the proclaimed State of Emergency appropriate parts of Sections 18020-18026 of the Government Code and State Personnel Board Rules 130-139 be waived to permit cash compensation to personnel whose work is designated by the Director, California Office of Emergency Services, as essential to expedite emergency and recovery operations for all time worked over the employee's regular workweek, at a rate of 1-1/2 times the regular rate of pay. The Director, Office 746
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of Emergency Services will also designate the beginning and ending dates for such overtime for each individual involved. This waiver shall not extend beyond the termination date of said State of Emergency.

Order 4 (Bonding)
IT IS HEREBY ORDERED that, in the area proclaimed to be in a State of Emergency and/or that specific area(s) designated by the Director, California Office of Emergency Services, outside of the proclaimed area(s) but which is (are) essential to the relief and aid of the lives and property within the proclaimed area, the provisions of Sections 3247-3258 of the Civil Code relating to state contracting bonding requirements for the performance of heavy rescue, debris removal, expedient construction, preparation of mobile home sites, and related activities are suspended. This suspension shall not extend beyond the termination date of said State of Emergency.

Order 5 (Temporary Housing)
IT IS HEREBY ORDERED that in the area proclaimed to be in a State of Emergency and/or that specific area(s) designated by the Director, California Office of Emergency Services, outside of the proclaimed area(s) but which is (are) essential to the relief and aid of the lives and property within the proclaimed area, those zoning, public health, safety, or intrastate transportation laws, ordinances, regulations, or codes which the Director, California Office of Emergency Services, determines impair the provision of temporary housing be suspended for a time not to exceed 60 days, after the proclaimed State of Emergency and authorization by the President upon the declaration of a Major Disaster for the Temporary Housing Program as prescribed in Section 404 of Public Law 93-288 and Section 8654(a) of the Government Code.

Order 6 (Petroleum Fuels)
IT IS HEREBY ORDERED that in the area proclaimed to be in a State of Emergency and/or that specific area(s) designated by the Director, California Office of Emergency Services, outside of the proclaimed area(s) but which is (are) essential to the relief and aid of the lives and property within the proclaimed area, distribution of intra-state petroleum stocks including those in refinery storage, major distribution installations and pipeline terminals, shall be held subject to the control and coordination of the Energy Resources Conservation and Development Commission. Petroleum stocks may be prioritized and diverted for use into a disaster area or in support of disaster mitigation 747
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operations. Any and all actions taken shall be at the discretion and judgment of the State Fuel Allocator, California Energy Commission, for use in disaster mitigation. Such actions shall be coordinated with and prioritized by the Director, Office of Emergency Services, but shall not extend beyond the termination date of said State of Emergency.

Order 7 (Banking)
IT IS HEREBY ORDERED that in the area proclaimed to be in a State of Emergency and/or that specific area(s) designed by the Director, California Office of Emergency Services, outside of the proclaimed area(s) but which is (are) essential to the relief and aid of the lives and property within the proclaimed area, all banks will take emergency operating actions pursuant to Section 1916 of the Financial Code. Actions taken under this Order, and specific to the proclaimed emergency, shall not extend beyond the termination date of said State of Emergency.

State of War Emergency
The following orders and regulations may be selectively promulgated by the Governor during a State of War Emergency. These orders are extracted from the California Emergency Plan.

Order 1 (Orders and Regulations in Effect)
IT IS HEREBY ORDERED that the following orders and regulations, numbered 2 through 12, having been duly made in advance of a State of War Emergency, approved by the California Emergency Council, and filed with the Secretary of State and the county clerk of each county, shall take full effect upon the existence of a State of War Emergency and shall remain in full force and effect until amended or rescinded or until termination of said State of War Emergency. (See Section 8567(a), (b), and (d), State Emergency Services Act.)
Order 2 (Warning)
IT IS HEREBY ORDERED that, immediately upon the existence of a State of War Emergency, all counties, cities and counties, and cities of the state will immediately sound the indicated warning signal and/or take all other appropriate actions to warn residents. The warning signals necessary to effectuate this action shall be those prescribed by the Federal Government for this purpose.
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Order 3 (Authority and Implementation Under State of War Emergency) IT IS HEREBY ORDERED that the Director of the Office of Emergency Services is authorized and directed to act on behalf of the Governor and in the name of the State of California in implementing and operating the California War Emergency Plan; and he is authorized to assume command and control of operations within the state in accordance with such plan, insofar as adherence to such plan is adequate, and to deviate from such plan, as directed by the Governor or to the extent and in such manner as he may deem necessary for the protection of life, property, and resources of or within the state against unforeseen circumstances or hazards which, by reason of their character or magnitude, are beyond the scope of such plan; and
IT IS FURTHER ORDERED that the Director of the Office of Emergency Services is authorized to delegate such powers as are herein granted, or as authorized under Article 5 of the California Emergency Services Act, to personnel of his office as he may deem necessary, and such personnel may act on behalf of and in the name of the Director of the Office of Emergency Services in carrying out any authority so delegated.

Order 4 (Personnel)
IT IS HEREBY ORDERED that all public employees or persons holding positions of responsibility in the State or in accredited local emergency organizations, and all registered disaster service workers, and all unregistered persons impressed into service during a State of War Emergency by a person having the authority to command the aid of citizens in the execution of his duties, are hereby declared to be members of the Statewide War-Emergency Organization; and
IT IS FURTHER ORDERED that all officials of local political subdivisions of the State and all registered disaster service workers who perform duties in the State of Regional emergency operations headquarters are hereby declared to be personnel of the State War-Emergency Organization for the period of the State of War Emergency, subject to the direction of the Governor, the Director of the Office of Emergency Services, and/or the Manager of the regional headquarters to which such persons are assigned or attached; and
IT IS FURTHER ORDERED that all officials and registered disaster service workers heretofore designated as Coordinators or as staff personnel of Operational Area 749
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organizations, which have been ratified by the California Emergency Council, are hereby declared to be personnel of the State War-Emergency Organization.

Order 5 (War Powers)
IT IS HEREBY ORDERED that the governmental functions for the protection of lives, property, and resources of the State and of every political subdivision thereof shall continue in full force and effect, and all duly constituted officials of the State and of every political subdivision thereof shall continue to discharge their responsibilities and shall comply with, enforce, and assume the responsibility for implementing such regulations and orders not inconsistent with or contradictory to rules, regulations, or orders issued by the President of the United States or the Commanding General, Sixth United States Army, as are now or may hereafter be promulgated by the Governor, in accordance with approved plans and procedures.

Order 6 (Sales Restrictions)
IT IS HEREBY ORDERED that, in accordance with national and state policy, as reflected in the General Freeze Order, Part A, California Emergency Resources Management Plan, all retail sales and transfers of consumer items are prohibited for a period of at least five days following the onset of a State of War Emergency, except for the most essential purposes as determined by federal, state, or local authorities and except for essential health items and perishables in danger of spoilage.

Order 7 (Alcohol Sales)
IT IS HEREBY ORDERED that the sale of alcoholic beverages shall be discontinued immediately.

Order 8 (Petroleum Sales)
IT IS HEREBY ORDERED that all petroleum stocks for California distribution, including those in refinery storage, major distributing installations, and pipe line terminals, shall be held subject to the control of the State Petroleum Director; and IT IS FURTHER ORDERED that, following the period of prohibition of sales imposed by ORDER No. 6, retail outlets for petroleum products shall operate in accordance with rules and regulations prescribed by the State Petroleum Organization as outlined in Part B-VII of the California Emergency Resources Management Plan. 750
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Order 9 (Food Sales)
IT IS HEREBY ORDERED that all wholesale food stocks, including those under the control of processors, wholesalers, agents and brokers, be held subject to the control of the State Food Director, except that:
(1) Fresh fluid milk, fresh vegetables, and bread are not subject to this order; and (2) Supplies necessary for immediate essential use, on the basis of 2,000 calories per person per day, of persons in homes or in mass care centers, restaurants, hotels, hospitals, public institutions, and similar establishments feeding approximately 100 persons or more per day, may be obtained from wholesale and/or retail sources upon approval by local authorities operating in accordance with existing state and federal food supply policies; and IT IS FURTHER ORDERED that, following the period of prohibition of sales imposed by ORDER No. 6, retail outlets for food stocks shall operate in accordance with rules and regulations prescribed by the State Food Organization as outlined in Part B-III of the California Emergency Resources Management Plan.

Order 10 (Medical Supplies)
IT IS HEREBY ORDERED that all drugs and medical supply stocks in California, intended for wholesale distribution, shall be held subject to the control of the Chief, State Emergency Medical and Health Organization; and
IT IS FURTHER ORDERED that, following the period of prohibition of sales imposed by ORDER No. 6, retail outlets for drugs and medical supplies shall operate in accordance with rules and regulations prescribed by the State Emergency Medical and Health Organization as outlined in Part B-IV of the California Emergency Resources Management Plan.

Order 11 (Banking)
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IT IS HEREBY ORDERED that all banks will take emergency operating actions pursuant to Sections 1915 and 1916 of the Financial Code.

Order 12 (Rent Control/Rationing)
IT IS HEREBY ORDERED that, pursuant to the California Emergency Resources Management Plan, Part B-II, Economic Stabilization, and in conjunction with the lifting of the General Freeze Order as referred to in Order No. 6, price and rent control and consumer rationing will be invoked and administered by the State Economic Stabilization Organization. Rationed items may include those identified in the list of essential survival items contained in Part A, California Emergency Resources Management Plan, and such other items as may be in short supply. 752
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7.3 California Master Mutual Aid Agreement
This agreement made and entered into by and between the STATE OF CALIFORNIA, its various departments and agencies, and the various political subdivisions, municipal corporations, and other public agencies of the State of California; WITNESSETH;
WHEREAS, It is necessary that all of the resources and facilities of the State, its various departments and agencies, and all its political subdivisions, municipal corporations, and other public agencies be made available to prevent and combat the effect of disasters which may result from such calamities as flood, fire, earthquake, pestilence, war, sabotage, and riot; and
WHEREAS, It is desirable that each of the parties hereto should voluntarily aid and assist each other in the event that a disaster should occur, by the interchange of services and facilities, including, but not limited to, fire, police, medical and health, communication, and transportation services and facilities, to cope with the problems of rescue, relief, evacuation, rehabilitation, and reconstruction which would arise in the event of a disaster; and
WHEREAS, It is necessary and desirable that a cooperative agreement be executed for the interchange of such mutual aid on a local, county-wide, regional, statewide, and interstate basis;
NOW, THEREFORE, IT IS HEREBY AGREED by and between each and all of the parties hereto as follows:

1. Each party shall develop a plan providing for the effective mobilization of all its resources and facilities, both public and private, to cope with any type of disaster.
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2. Each party agrees to furnish resources and facilities and to render services to each and every other party to this agreement to prevent and combat any type of disaster in accordance with duly adopted mutual aid operational plans, whether heretofore or hereafter adopted, detailing the method and manner by which such resources, facilities, and services are to be made available and furnished, which operational plans may include provisions for training and testing to make such mutual aid effective; provided, however, that no party shall be required to deplete unreasonably its own resources, facilities, and services in furnishing such mutual aid.

3. It is expressly understood that this agreement and the operational plans adopted pursuant thereto shall not supplant existing agreements between some of the parties hereto providing for the exchange or furnishing of certain types of facilities and services on a reimbursable, exchange, or other basis, but that the mutual aid extended under this agreement and the operational plans adopted pursuant thereto, shall be without reimbursement unless otherwise expressly provided for by the parties to this agreement or as provided in Sections 1541, 1586, and 1587, Military and Veterans Code; and that such mutual aid is intended to be available in the event of a disaster of such magnitude that it is, or is likely to be, beyond the control of a single party and requires the combined forces of several or all of the parties to this agreement to combat.

4. It is expressly understood that the mutual aid extended under this agreement and the operational plans adopted pursuant thereto shall be available and furnished in all cases of local peril or emergency and in all cases in which a STATE OF EXTREME EMERGENCY has been proclaimed.

5. It is expressly understood that any mutual aid extended under this agreement and the operational plans adopted pursuant thereto, is furnished in accordance with the "California Disaster Act" and other applicable provisions of law, and except as otherwise provided by law that: "The responsible local official in whose jurisdiction an incident requiring mutual aid has occurred shall remain in charge at such incident including the direction of such personnel and equipment provided him through the operation of such mutual aid plans." (Sec.1564, Military and Veterans Code.)

6. It is expressly understood that when and as the State of California enters into mutual aid agreements with other states and the Federal Government that the parties to this agreement shall abide by such mutual aid agreements in accordance with law.
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7. Upon approval or execution of this agreement by the parties hereto all mutual aid operational plans heretofore approved by the State Disaster Council, or its predecessors, and in effect as to some of the parties hereto, shall remain in full force and effect as to them until the same may be amended, revised, or modified.

Additional mutual aid operational plans and amendments, revisions, or modifications of existing or hereafter adopted mutual aid operational plans, shall be adopted as follows:
(a) County-wide and local mutual aid operational plans shall be developed by the parties thereto and are operative as between the parties in accordance with the provisions of such operational plans. Such operational plans shall be submitted to the State Disaster Council for approval. The State Disaster Council shall notify each party to such operational plans of its approval, and shall also send copies of such operational plans to other parties to this agreement who did not participate in such operational plans and who are in the same area and affected by such operational plans. Such operational plans shall be operative as to such other parties 20 days after receipt thereof unless within that time the party by resolution or notice given to the State Disaster Council, in the same manner as notice of termination of participation in this agreement, declines to participate in the particular operational plan.
(b) State-wide and regional mutual aid operational plans shall be approved by the State Disaster Council and copies thereof shall forthwith be sent to each and every party affected by such operational plans. Such operational plans shall be operative as to the parties affected thereby 20 days after receipt thereof unless within that time the party by resolution or notice given to the State Disaster Council, in the same manner as notice of termination of participation in this agreement, declines to participate in the particular operational plan. (c) The declination of one or more of the parties to participate in a particular operational plan or any amendment, revision, or modification thereof, shall not affect the operation of this agreement and the other operational plans adopted pursuant thereto.
(d) Any party may at any time by resolution or notice given to the State Disaster Council, in the same manner as notice of termination of participation in this agreement, decline to participate in any particular operational plan, which declination shall become effective 20 days after filing with the State Disaster Council.
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(e) The State Disaster Council shall send copies of all operational plans to those state departments and agencies designated by the Governor. The Governor may, upon behalf of any department of agency, give notice that such department or agency declines to participate in a particular operational plan.
(f) The State Disaster Council, in sending copies of
operational plans and other notices and information to the parties to this agreement, shall send copies to the Governor and any department or agency head designated by him; the chairman of the board of supervisors, the clerk of the board of supervisors, and County Disaster Council, and any other officer designated by a county; the mayor, the clerk of the city council, the City Disaster Council, and any other officer designated by a city; the executive head, the clerk of the governing body, or other officer of other political subdivisions and public agencies as designated by such parties.

8. This agreement shall become effective as to each party when approved or executed by the party, and shall remain operative and effective as between each and every party that has heretofore or hereafter approved or executed this agreement, until participation in this agreement is terminated by the party. The termination by one or more of the parties of its participation in this agreement shall not affect the operation of this agreement as between the other parties thereto.

Upon approval or execution of this agreement the State Disaster Council shall send copies of all approved and existing mutual aid operational plans affecting such party which shall become operative as to such party 20 days after receipt thereof unless within that time the party by resolution or notice given to the State Disaster Council, in the same manner as notice of termination of participation in this agreement, declines to participate in any particular operational plan. The State Disaster Council shall keep every party currently advised of who the other parties to this agreement are and whether any of them has declined to participate in any particular operational plan.

9. Approval or execution of this agreement shall be as follows:
(a) The Governor shall execute a copy of this agreement on behalf of the State of California and the various departments and agencies thereof.

Upon execution by the Governor a signed copy shall forthwith be filed with the State Disaster Council.
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to abide by this agreement, which may be designated as "CALIFORNIA DISASTER AND CIVIL DEFENSE MASTER MUTUAL AID AGREEMENT." Upon adoption of such a resolution, a certified copy thereof shall forthwith be filed with the State Disaster Council.
(c) The executive head of those political subdivisions and public agencies having no legislative or governing body shall execute a copy of this agreement and forthwith file a signed copy with the State Disaster Council.

10. Termination of participation in this agreement may be affected by any party as follows:
(a) The Governor, upon behalf of the State and its various departments and agencies, and the executive head of those political subdivisions and public agencies having no legislative or governing body, shall file a written notice of termination of participation in this agreement with the State Disaster Council and this agreement is terminated as to such party 20 days after the filing of such notice.
(b) Counties, cities, and other political subdivisions and public agencies having a legislative or governing body shall by resolution give notice of termination of participation in this agreement and file a certified copy of such resolution with the State Disaster Council, and this agreement is terminated as to such party 20 days after the filing of such resolution.

IN WITNESS WHEREOF this agreement has been executed and approved and is effective and operative as to each of the parties as herein provided. /signed/ EARL WARREN

GOVERNOR
On behalf of the State of
California and all its
Departments and Agencies
ATTEST: /signed/ FRANK M.JORDAN
November 15, 1950 Secretary of State
(GREAT SEAL)
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Note:

There are references in the foregoing agreement to the California Disaster Act, State Disaster Council, and various sections of the Military and Veterans Code.

Effective November 23, 1970, by enactment of Chapter 1454, Statutes 1970, the California Disaster Act (Sections 1500 ff., Military and Veterans Code) was superseded by the California Emergency Services Act (Sections 8550 ff., Government Code), and the State Disaster Council was superseded by the California Emergency Council.

Section 8668 of the California Emergency Services Act provides:
(a) Any disaster council previously accredited, the State Civil Defense and Disaster Plan, the State Emergency Resources Management Plan, the State Fire Disaster Plan, the State Law Enforcement Mutual Aid Plan, all previously approved civil defense and disaster plans, all mutual aid agreements, and all documents and agreements existing as of the effective date of this chapter, shall remain in full force and effect until revised, amended, or revoked in accordance with the provisions of this chapter.

In addition, Section 8561 of the new act specifically provides:
"Master Mutual Aid Agreement" means the California Disaster and Civil Defense Master Mutual Aid Agreement, made and entered into by and between the State of California, its various departments and agencies, and the various political subdivisions of the state, to facilitate implementation of the purposes of this chapter.

Substantially the same provisions as previously contained in Section 1541, 1564, 1586 and 1587 of the Military and Veterans Code, referred to in the foregoing agreement, are now contained in Sections 8633, 8618, 8652 and 8643, respectively, of the Government Code.

Also, Section 8615 of the new act provides:

It is the purpose of the Legislature in enacting this article to facilitate the rendering of aid to areas stricken by an emergency and to make unnecessary the execution of written agreements customarily entered into by public agencies exercising joint powers. Emergency plans duly adopted and approved as provided by the governor shall be effective as satisfying the requirement for mutual aid operational plans provided in the Master Mutual Aid Agreement.
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RESOLUTION 2024- 97

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BANNING, CALIFORNIA

ADOPTING THE LOCAL HAZARD MITIGATION PLAN ( LHMP) AS REQUIRED BY THE FEDERAL DISASTER MITIGATION AND COST REDUCA TION ACT OF 2020 WHEREAS, President William J. Clinton signed H.R. 707, the Disaster Mitigation and Cost Reduction Act of 2000, into law on October 30, 2000; and WHEREAS, the Disaster Mitigation Act of 2000 requires all jurisdictions to be covered by a Local Hazard Mitigation Plan to be eligible for Federal Emergency Management Agency postdisaster funds; and WHEREAS, The County of Riverside Emergency Management Department has acted as the lead agency in the development of the Riverside County Operational Area MultiJurisdictional Local Hazard Mitigation Plan; and WHEREAS, the City of Banning has coordinated the development of the Local Hazard Mitigation Plan; and
WHEREAS, the City of Banning is concerned about mitigating potential losses from natural disasters before they occur; and
WHEREAS, the plan identifies potential hazards, potential loses and potential mitigation measures to limit loses; and
WHEREAS, the California Governor' s Office of Emergency Services has reviewed the plan in coordination with the Federal Emergency Management Agency; and WHEREAS, formal adoption of the plan by the City of Banning is required before final approval of the plan can be obtained from the Federal Emergency Management Agency; and WHEREAS, The City of Banning has determined that it would be in the best interest of the City of Banning to adopt the Local Hazard Mitigation Plan.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Banning as follows:

SECTION 1. The City Council approves herby adopts the Local Hazard Mitigation Plan to meet the requirements of the Disaster Mitigation and Cost Reduction Act of 2000 and directs the City of Banning to forward the Local Hazard Mitigation Plan to the County of Riverside Emergency Management Department, California Governor' s Office of Emergency Services and Federal Emergency Management Agency on behalf of the City of Banning for final approval.

SECTION 2. The City Clerk shall certify to the adoption of this resolution and shall cause a certified resolution to be filed in the book of original resolutions.

Resolution 2024- 97