Agenda packet — Big Bear Lake City Council, December 10, 2025 (part 3 of 3)

GENERAL OPERATIONAL DUTIES
______ Using Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency or disaster.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation.
 Requests filled.
 EOC personnel, time on duty, and assignments
Detailed information is essential to meet requirements for possible reimbursement by Cal OES and FEMA.
______ Develop a plan for your branch/unit operations and field operations support. Assign specific responsibilities.
______ Keep current on the situation and resources associated with your branch/unit.
______ Maintain current status reports and displays.
______ Ensure field units are conducting windshield surveys and damage assessments as possible.
______ Obtain regular briefings from field command post(s) or Department Operation Centers.
______ Direct field units to report pertinent information (casualties, damage observations, evacuation status, chemical exposures, etc.) to the appropriate Section Chiefs and EOC Operations Section.
______ Keep the Operations Section Chief advised of your branch/unit status and activity and any problems that need or will require solutions. ______ Provide periodic situation or status reports to your Section Chief for updating information to the Planning and Intelligence Section. ______ Establish operating procedures with the Information Technology Unit of the Logistics Section for telephone and data systems. Make any priorities or special requests known.
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______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate situation changes, such as severe aftershocks (in the event of an earthquake), in all branch/unit planning. Develop a backup for all plans and procedures requiring off-site communications.
______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Conduct periodic briefings for your branch/unit. Ensure they are aware of priorities.
______ Monitor your branch/unit activities and adjust staffing and organization as appropriate to meet needs.
______ Use face-to-face communication in the EOC whenever possible and document decisions and policies.
______ Refer all media contacts to your Section Chief.
______ Be prepared to participate in the EOC Directors action planning meetings and policy decisions.
______ Plan and anticipate situations and problems before they occur. ______ Request additional resources through the Logistics Section or other established ordering points.
______ Ensure all your branch/unit personnel and time records are provided to your Section Chief at the end of each operational period. ______ Brief your relief at shift-change time. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Establish communications with field fire and rescue resources. ______ Coordinate requests for fire and rescue services as needed. ______ Attend planning meetings at the request of the Operations Section Chief. ______ Assist in the preparation of the EOC Action Plan. 540
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______ Determine the need to evacuate the public as the situation dictates and account for weather and hazards if applicable. Coordinate with the Law Enforcement Branch for evacuations.
______ Request the activation of evacuation centers or mass care shelters through the Care and Shelter Branch.
______ Report to the Operations Section Chief when:
 EOC Action Plan needs modification.
 Additional resources are required, or surplus resources are available.  Significant events occur.
______ Determine the fire-rescue priorities based on the nature and severity of the disaster.
______ Alert emergency responders to the dangers associated with areas with hazards.
______ Coordinate emergency medical care and transportation to appropriate facilities utilizing county resources and private providers. ______ Assist in the dissemination of warnings to the public. ______ Coordinate with the Operational Area on shelter issues and social service needs.
______ Provide support for hazardous materials monitoring and decontamination operations.
______ Coordinate firefighting water supplies with the Public Works Branch. Obtain the water system status and report to field Incident Commanders or Command Posts.
______ Implement hazardous materials protection procedures as needed. ______ Determine if current and forecasted weather conditions will complicate fires, hazardous material releases, major medical incidents, and other conditions or emergency operations.
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DEACTIVATION
______ Ensure all required forms or reports are completed before 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 position and close out logs when authorized by the Operations Section Chief or EOC Director. ______ Check out and leave a forwarding phone number where you can be reached.
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OPERATIONS SECTION

CARE AND SHELTER BRANCH DIRECTOR
PRIMARY: City Manager’s Office
SUPERVISOR: Operations Section Chief
NOTE
The care and shelter function is the responsibility of the city. During times of emergency, care and shelter operations will be coordinated with and supported by the American Red Cross. When activated, care and shelter activities may be coordinated from a field Incident Command Post, the American Red Cross Chapter, or the San Bernardino County Emergency Operations Center. As such, the American Red Cross may support the Care and Shelter Branch Director position remotely and may not have a representative in the City of Big Bear Lake EOC. Coordination may occur via telephone, WebEOC, or other forms of traditional communication.

OVERALL RESPONSIBILITY
Provide care and shelter assistance for disaster survivors and coordinate efforts with the American Red Cross (ARC), OP AREA, and other volunteer and faith-based organizations.

Coordinates the organizational and operational activities required to provide food, clothing, and shelter for those who have been displaced during a disaster.

OBJECTIVES
The overall objectives of care and shelter operations are:
 To provide food, clothing, shelter, and other necessities to people unable to provide for themselves due to a disaster.
 With the assistance of the American Red Cross services, provide an inquiry service to reunite separated families or respond to inquiries from relatives and friends outside the affected areas.
 To ensure an orderly transition from mass care of people to post-disaster individual recovery.

ADA COMPLIANCE
The Care and Shelter Branch Director will ensure care and shelter facilities (shelters, 543
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evacuation centers, etc.) comply with the Americans With Disabilities Act. To ensure compliance, actions may include the following:
▪ Utilize ARC Pre-Approved Shelters when possible.
▪ Consult the current ARC Sheltering Handbook.
▪ Consult the current FEMA Resource Typing Standard for Short-Term Shelters. ▪ Seek guidance from the city’s ADA Coordinator.
▪ Seek assistance from the EOC Logistics Section.
▪ Seek assistance from the California Department of Social Services FAST (Functional Assessment Service Team) Program.

AMERICAN RED CROSS
As mandated by Federal Law 36-USC and reaffirmed in Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-288) as amended, the ARC provides disaster relief in peacetime.

At the state level, the Statement of Operational Relationships between the ARC and the California Office of Emergency Services and the Memorandum of Understanding between the ARC and the California Department of Social Services establish the operating relationships between these agencies. The Statement of Operational Relationships includes the ARC's primary care and shelter responsibilities in the emergency period.

Emergency mass care includes providing:
 Emergency lodging for disaster victims in public or private buildings.  Food and clothing for people in emergency mass care facilities.  Food for disaster workers if usual commercial feeding facilities are not available.  Survivor registration and inquiry service.

The ARC acts cooperatively with state and local government and private sector relief organizations to provide emergency mass care to persons affected by disasters in peacetime.

ORGANIZATION AND RESPONSIBILITIES
The City Manager’s Office serves as the Care and Shelter Branch Director. In this capacity, they, or a designated alternate, will:
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 Serve with the ARC representative (when possible) as the Care and Shelter Branch or Liaison in the city EOC or coordinate with the American Red Cross through the Operational Area EOC.
 Have overall responsibility for coordinating care and shelter operations within the city.
 Encourage the integration of the private sector and volunteer organizations that are active in disasters.

If ARC is unavailable, the City Manager’s Office will take the lead in opening and operating mass care facilities until the ARC or other private sector organizations are available.

PUBLIC SHELTERS
It should be noted that there are no city-designated shelters. There are two American Red Cross-designated shelters within the City of Big Bear Lake. All public schools may be used as shelters. Those schools inspected and signed off by the ARC as having gymnasiums, kitchens, and showers should be considered first.

SPONTANEOUS SHELTERS AND NON-SANCTIONED SHELTERS
In some emergencies, church groups, community–based organizations, or community members may set up “spontaneous” shelter facilities without working through the city or ARC. These may be established in church buildings, school facilities, meeting halls, warehouses, or as tent cities in local parks or vacant lots. If these spontaneous shelters meet minimum standards, the ARC and the local government should work with the agencies or individuals running these shelters to bring them into the official shelter operations system for the local jurisdiction. Ideally, this will be done by the shelter established as an ARC mass care facility or shelter. Another option is for the agencies or individuals running the shelter to establish a liaison with the ARC and the local jurisdiction.

Some spontaneous shelters may be in facilities that do not meet the minimum standards or are unacceptable for some other reason. These may be located in vacant buildings, vacant lots, disaster-impacted areas, facilities lacking essential services, or unsuitable areas. If the ARC and the local government feel these shelters are unsuitable, they are classified as “non-sanctioned” shelters. The objectives of the government and the ARC with non-sanctioned shelters are to address the problems that make them unsuitable, 545
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relocate the sheltered people to suitable facilities or get them back into permanent housing. Occasionally, disaster evacuees may refuse to relocate to shelters acceptable to the local government and the ARC. In those instances, the local government and the non-profit community must cooperate to provide the best possible services to the unsanctioned shelters.

REGISTRATION AND INQUIRY
The ARC has trained Disaster Welfare Inquiry cadres, created a system to recruit volunteer workers, and created a tested program to handle mass survivor inquiries.

During most disasters, a Registration and Inquiry Center is established in the ARC Chapter office closest to the incident. On occasion, the ARC may designate a Headquarters for Disaster Operations. Registration and Information staff in Reception and Care Centers are responsible for registering shelter occupants if initiated.

Communication between the Center and shelters, hospitals, coroners' offices, and morgues should be established. Registration lists and location changes are sent to the Center daily. Although every effort is made to locate all survivors, some persons whose homes may have been damaged may relocate to somewhere without registering.

Because of this, the Registration and Information staff in Reception and Care Centers may request that the PIO issue notices requesting survivors and evacuees to notify relatives of their whereabouts and register with the Care Center.

LODGING OPERATIONS
In widespread disasters, suitable buildings other than those used for emergency functions may be used for emergency lodging.
 Schools are the preferred lodging facilities, as they are public facilities that can accommodate a large number of people. Churches are also appropriate, as they are often large and frequently have feeding facilities on site.  Arrangements should be made with owners or managers of potential mass care facilities.
 In a large-scale disaster, commercial lodging facilities, such as motels and hotels, should be reserved for the physically limited or ill who require special facilities.  The lodging list should be updated as needed and at least annually. 546
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 Personnel will perform most lodging operations usually associated with the facility.

However, in large-scale disasters, the sheltered, under the supervision of the facility manager, is expected to assist with many, if not most, of the operations.  Pets may not be allowed in lodging facilities. San Bernardino County Animal Care will co-locate a pet shelter outside the general population shelter whenever possible. Whenever practical, pets will be housed in temporary animal care facilities or at a designate pet shelter, as space permits. Private veterinary hospitals may also provide pet housing resources.
 Only minimal health care is provided in mass care facilities. Shelters should be made accessible for those with access and functional needs.
 State Functional Assessment Service Team (FAST) provides staff that conducts functional assessments of facilities and survivors with disabilities or access and functional needs as they arrive at shelters. The assessment also evaluates the essential functional needs that can be supported within the general population area of a shelter. FAST may be deployed as shelters are opened and remain in the shelters until they are no longer needed. FAST can be requested through the Operational Area EOC.

FEEDING OPERATIONS
Mass care feeding operations are joint operations of the City of Big Bear Lake and the ARC.
 During operations, arrangements are made, when possible, for mobile feeding and refreshment services and food delivery to persons in remote locations.  Ordinarily, a central facility is established for mass feeding.  Mass feeding schedules are published and distributed.  If possible, special diets are provided. Individuals with pre-identified health or dietary problems should develop emergency meal kits for personal use, as food offered in mass feedings may be unsuitable for their health needs.  Arrangements with restaurants and hotels may be made to augment mass-feeding operations.
 Arrangements for food to be brought in for pets should also be made. 547
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CARE OF PETS
In the event of a disaster, it may be necessary for the city to provide emergency animal care functions. Animal care may involve overseeing the control of loose animals, handling animals with minor injuries, and disposing of dead animals. Immediate supply priorities for pet owners are leashes, muzzles, carriers, fencing, food dishes, etc.

The County of San Bernardino Animal Care provides animal care and control in Big Bear Lake. It can be requested the usual means of communications or through the Operational Area EOC during emergencies. The Operational Area EOC should be contacted when there is a need for sheltering animals, providing veterinary services, or providing animal care at evacuation and shelter sites.

READ ENTIRE CHECKLIST AT STARTUP

AND AT THE BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211) ______ Report to the Operations Section Chief and obtain a briefing. ______ Determine your operating location and set up, as necessary. ______ Review your position responsibilities.
______ Obtain a briefing from the field command post(s) before assuming EOC assignment and brief the Operations Section Chief.
______ Identify yourself as the Care and Shelter Branch Director by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Ensure required supplies are available and equipment works properly (phones, radios, forms, lists, maps, etc.).
______ Determine if key Care and Shelter personnel are in the EOC or have been notified, including the Red Cross.
______ Contact staff and affiliated to alert them that a care and shelter facility may be opening and their assistance may be required to staff the facility. 548
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______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Activate elements of your branch/unit, establish work area, assign duties, and ensure the branch/unit journal/log is started.
______ Ensure care and shelter personnel complete status checks on equipment, facilities, and operational capabilities.
______ Ensure field units begin damage and safety assessment surveys of critical care and shelter facilities and report status information to the Planning and Intelligence Section through the Operations Section.
______ Determine 24-hour staffing requirements and request additional support as required.
______ Ensure incoming branch/unit personnel are briefed. ______ Establish and maintain communications with the shelter(s). _______ Based on the current and forecasted situation, determine current and future section/branch/unit needs.

GENERAL OPERATIONAL DUTIES
______ Using Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency or disaster.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation.
 Requests filled.
 EOC personnel, time on duty, and assignments.

Detailed information is essential to meet requirements for possible reimbursement by Cal OES and FEMA.
______ Develop a plan for your branch/unit operations to support field operations.

Assign specific responsibilities.
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______ Keep current on the situation and resources associated with your branch. ______ Maintain current status reports and displays.
______ Ensure field units carry out damage and safety assessments of shelters or potential shelters.
______ Keep the Operations Section Chief advised of your branch/unit status and activity and any problems that need or will require solutions. ______ Provide periodic situation or status reports to your Section Chief for updating information to the Planning and Intelligence Section. ______ Direct field units to report pertinent information (casualties, damage observations, evacuation status, chemical exposures, etc.) to the appropriate EOC Operations Branch.
______ Establish operating procedures with the Information Technology Unit of the Logistics Section for telephone and data systems. Make any priorities or special requests known.
______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate potential situation changes, such as severe aftershocks (in the event of an earthquake), in all branch/unit planning. Develop a backup for all plans and procedures requiring off-site communications. ______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Conduct periodic briefings for your branch/unit. Ensure they are aware of priorities.
______ Monitor your branch/unit activities and adjust staffing and organization to meet needs.
______ Use face-to-face communication in the EOC whenever possible and document decisions and policies.
______ Refer all media contacts to your Section Chief.
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______ Be prepared to participate in the EOC Director’s action planning meetings and policy decisions.
______ Plan for situations and problems before they occur. ______ Request additional resources through the Operations or Logistics Section. ______ Ensure your branch/unit personnel and time records are provided to your Section Chief at the end of each operational period.
______ Brief your relief at shift-change time. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Identify the care and shelter needs of the community in coordination with the other Operations Branches. Develop a plan for shelter operations and support of field operations. Assign specific responsibilities. ______ Determine the need for an evacuation center or mass care shelters. ______ Determine how many evacuees are expected at the shelter. ______ Coordinate with the Public Information Officer on getting information out to the community on shelter locations, transportation information, and instructions.
______ Coordinate with an American Red Cross representative to coordinate the opening of any shelter.
______ Identify and prioritize which designated mass care facilities may be needed and if they are fully functional.
______ Ensure the building and safety function has inspected each shelter site before occupancy following an earthquake and after each significant aftershock.
______ If an evacuation is ordered, the city should consult and work with the American Red Cross when possible. Evacuation centers should be in lowerrisk areas. ______ Establish how the shelters will communicate with the EOC. 551
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______ Assign staff to visit shelter sites regularly and report any needs. ______ Items for consideration in the absence of the Red Cross: City staff to observe activation, registration, food services, dormitory, basic first aid, smoking areas (outside), pet area (enclosed outside), recreation programs, site sanitation, staffing, logistics, communications, mental health, and all other operations.
______ In conjunction with the American Red Cross, manage care and shelter activities (staffing, registration, shelter, feeding, pertinent evacuee information, etc.).
______ Find solutions to common issues, including special diets, special lodging facilities, medical equipment, prescription needs, medical transportation for disabled and elderly persons, disputes, and pets.
______ Coordinate with the Law Enforcement Branch and the transportation function in the EOC on the transportation needs of evacuees. ______ If needed, contact the San Bernardino County Chapter of the American Red Cross, and request an ARC liaison to the City of Big Bear Lake’s EOC. (The San Bernardino County Chapter of the American Red Cross may arrange a liaison at the Operational Area EOC that may satisfy local government needs.)
______ Ensure shelter management teams are organized, facilities are ready for occupancy and meet health, safety, and ADA standards in coordination with the American Red Cross.
______ Establish communications with local businesses and volunteer organizations to provide supplies and meals for shelter evacuees. ______ Coordinate with the Operational Area, Care and Shelter Branch, and Medical Health Branch to shelter residential care and special needs populations.
______ Coordinate with the Logistics Section's Personnel Branch and volunteer resource function to contact volunteer agencies and recall city staff to assist with mass care functions.
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______ Coordinate with the Operational Area Care and Shelter Unit, the American Red Cross, other volunteer organizations, and the private sector if mass feeding or additional support is required at spontaneous shelter sites, e.g., in parks, schools, etc.
______ Coordinate with the San Bernardino County Animal Care regarding the care of evacuees' pets. Setting up an area adjacent to the shelter for pet care may be required.
______ Coordinate with the Logistics Section in the evacuation and relocation of shelters that any hazardous condition may threaten.
______ Plan for a staffing shift change at the shelter and alert the following shift staff of the time to report.
______ Coordinate with the American Red Cross to relocate and close shelter operations. Coordinate the same with adjacent communities as needed.

DEACTIVATION
______ Deactivate the Care and Shelter Branch Director position and close out logs when authorized by the Operations Section Chief or EOC Director. ______ Ensure required forms or reports are completed before 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.
______ Check out and leave a forwarding phone number where you can be reached.
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THIS PAGE IS INTENTIONALLY LEFT BLANK
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PLANNING AND INTELLIGENCE SECTION
PLANNING and INTELLIGENCE SECTION CHECKLISTS

TABLE OF CONTENTS

Page
GENERAL SECTION.......................................................................................... 124 Purpose.....................................................................................................124 Overview...................................................................................................124 Objectives.................................................................................................125

PLANNING SECTION CHECKLISTS
Planning and Intelligence Section Chief ....................................................127 Situation and Resource Unit Leader..........................................................135 Advanced Planning Unit Leader................................................................141 Recovery Planning Unit Leader.................................................................147 Damage Assessment Unit Leader..............................................................153 GIS Mapping Unit Leader..........................................................................159 Documentation Unit Leader......................................................................163 555
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PLANNING AND INTELLIGENCE SECTION

GENERAL

PURPOSE
This Section establishes procedures and assigns responsibilities to ensure the effective management of large-scale operations under the Standardized Emergency Management System and National Incident Management System. It provides information and guidance to the Planning and Intelligence Section of the City of Big Bear Lake’s Emergency Management Organization and Emergency Operations Center.

OVERVIEW
The Planning Section’s primary responsibility is to collect, evaluate, display, and disseminate information and provide the status of resources. The Planning and Intelligence Section is responsible for developing and distributing the EOC Action Plan.

This Section is the primary support for decision-making for the overall emergency organization. This Section also provides anticipatory appraisals and develops plans to cope with changing field events. Other section chiefs will advise the Planning and Intelligence Section Chief of various courses of action from their section perspective during a disaster or emergency.

The primary mission of the Planning and Intelligence Section is to support the planning and information needs of the Emergency Operations Center, field operations, and other levels of government through its various functional elements.

Due to the lean structure of the city organization, certain EOC functions may be carried out as collateral staff responsibilities. Planning and Intelligence functions, whether staffed or not, may include:
 Situation Status
 Resource Status
 Advanced Planning
 Recovery Planning
 GIS Mapping
 Documentation
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OBJECTIVES
The Planning and Intelligence Section ensures that damage assessment information is compiled, assembled, and reported expeditiously to other the EOC Sections and city departments. It is responsible for transmitting this information to the EOC Director and the Operational Area EOC. The Planning and Intelligence Section is also responsible for the detailed chronicling of the entire response effort and preserving these records during and after the disaster.

The Planning and Intelligence Section has the following specific objectives during an EOC activation.
 Collect initial situation and damage assessment information.  The Emergency Operations Center (EOC) displays situation and operational information using maps, visual aids, computer information management systems, and whiteboards.
 Coordinates with the Operations Section and Branches to identify access and functional needs-related issues and available resources and include this information in the EOC Action Plan.
 Collect intelligence information from the EOC Director, Public Information Officer, General Staff, and the Operational Area.
 Conduct mapping and recording operations.
 Provides information to the PIO and any Public Hotline Supervisor on effectively communicating with people with disabilities and those with access and functional needs.
 Prepare summary damage assessment reports for dissemination to other sections, city departments, Cal OES, FEMA, and the Operational Area.  Prepare required reports identifying the extent of damage and financial losses.  Determine the city’s post-event condition.
 Provide planning support to other sections.
 Ensure accurate recording and documentation of the incident.  Prepare the EOC Action Plan.
 Assist in the preparation of the After-Action Report. 557
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 Assist in the preparation of a post-disaster Recovery Plan.  Maintain accurate documentation of all actions taken to ensure that all required records and Cal OES and FEMA filing requirements are preserved for future use.  Acquire technical experts for special topics or special technical knowledge subjects. 558
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PLANNING AND INTELLIGENCE SECTION

PLANNING AND INTELLIGENCE SECTION CHIEF
PRIMARY: Community Development Department
SUPERVISOR: EOC Director

OVERALL RESPONSIBILITY
Collect, evaluate, forecast, formulate, disseminate, and utilize information about the development of the incident and the status of resources. Oversee the development and distribution of the EOC Action Plan.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Ensure the Planning and Intelligence function is consistent with SEMS/NIMS guidelines.
 Coordinates incident-related data gathering and analysis regarding incident operations and assigned resources, develops alternatives for operations, conducts planning meetings, and prepares the EOC Action Plan for each operational period.  Be prepared to form additional branches/groups/units as required.  Exercise overall responsibility for coordinating the Section's branch/group/unit activities.
 Report to the EOC Director on all matters related to section activities.

Due to the lean structure of the city organization, many EOC functions will be carried out as collateral staff responsibilities. The Planning and Intelligence Chief position is responsible for the following functions:
 Situation Status
 Resource Status
 Advanced Planning
 Recovery Planning
 GIS Mapping
 Documentation
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READ ENTIRE CHECKLIST AT STARTUP

AND AT THE BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211) ______ Report to the EOC Director.
______ Obtain a briefing on the situation.
______ Set up your Section workstation, including maps and status boards. ______ Review your position responsibilities.
______ Identify yourself as the Planning and Intelligence Section Chief by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Review organization in place at the EOC. Know where to go for information or support.
______ Determine if other section staff are at the EOC. ______ Confirm key Planning and Intelligence Section personnel or alternates are in the EOC or have been notified. Recall the staff members who are required for the emergency.
______ Activate organizational elements within your Section as needed and designate leaders for each element or combination of elements:
 Situation Unit
 Resource Unit
 Advanced Planning Unit
 Recovery Planning Unit
 GIS Mapping Unit
 Documentation Unit
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______ Request additional personnel for the Section to maintain a 24-hour operation as required.
______ Brief incoming section personnel before assuming their duties. Briefings should include:
 Current situation assessment.
 Identification of specific job responsibilities.
 Identification of co-workers within the job function and geographical assignment.
 Availability of communications.
 Location of the work area.
 Identification of eating and sleeping arrangements as appropriate.  Procedural instructions for obtaining additional supplies, services, and personnel.
 Identification of operational period work shifts.
______ Inform the EOC and General Staff when your Section is fully operational. ______ Start and maintain section logs.
______ Review the responsibilities of branches/groups/units in your Section.

Develop a plan for carrying out all responsibilities.
______ Prepare work objectives for section staff and make staff assignments. ______ Meet with other Section Chiefs.
______ Review significant incident reports and additional field operational information that may pertain to or affect Section operations. ______ Obtain and review significant incident reports and other reports from adjacent areas that have arrived at the EOC.
______ Direct the Situation Status Unit Leader to initiate the collection and display of significant disaster information and events.
______ Direct the Documentation Unit Leader to initiate the collection and organization of disaster information.
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_______ Based on the current and forecasted situation, determine current and future section/branch/unit needs.

GENERAL OPERATIONAL DUTIES
______ Using daily Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency or disaster.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation.
 Requests filled.
 EOC personnel, time on duty, and assignments.

Detailed information is essential to meet requirements for possible reimbursement by the Cal OES and FEMA.
______ Carry out responsibilities of the Planning and Intelligence Section branches/groups/units that must be staffed.
______ List critical issues to be accomplished within the next operational period. ______ Keep current on the situation and resources associated with your Section. ______ Maintain current status and displays at all times. ______ Keep the EOC Director advised of your Section status and activity and any problems that need or will require solutions.
______ Make any priorities or special requests known to the Information Technology Unit of the Logistics Section.
______ In coordination with the Public Works Branch, Determine the transportation system status in and within the affected area. Determine present priorities and estimated times to restore the evacuation routes and other critical transportation route systems. Provide information to the appropriate branches/units.
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______ Ensure your section logs and files are maintained. ______ Monitor your section activities and adjust section organization as needed. ______ Ensure internal coordination between branch/group/unit leaders. ______ Update status information with other sections.
______ Resolve problems that arise in conducting your section responsibilities. ______ Anticipate situation changes, such as severe aftershocks (in the event of an earthquake), in all section planning. Develop a backup for all plans and procedures requiring off-site communications.
______ Conduct periodic briefings for your Section. Ensure all organizational elements are aware of priorities.
______ Use face-to-face communication in the EOC whenever possible and document decisions and policies.
______ Ensure all contacts with the media are coordinated with the Public Information Officer (PIO).
______ Participate in the EOC Director’s action planning meetings. ______ Plan and anticipate situations and problems before they occur. ______ Request additional resources through the appropriate Operations or Logistics Section.
______ Ensure time records for Section personnel are provided to the Finance and Administration Section at the end of each operational period. ______ At shift change, brief your relief of all pertinent items. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Assess the impact of the disaster or emergency on the City of Big Bear Lake, including the initial damage assessment by field units. ______ Develop situation analysis information of the emergency from the following sources:
 City Departments
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 CHP
 Local Hospitals
 Operational Area EOC
 Big Bear Fire Authority
 San Bernardino County Sheriff’s Department
 School Districts
 Cal Trans,
 Red Cross
 Access and Functional Needs population
 Media (Radio and Television)
 Social Media
 Utility and energy providers
______ Ensure pertinent disaster or emergency information is disseminated through appropriate channels to response personnel, EOC staff, city departments, Operational Area, and the public, including the access and functional needs population.
______ Review and approve incident reports, reconnaissance reports, and city status and damage assessment reports completed by the Situation Unit for transmission by the EOC Director to the Operational Area. ______ Coordinate with the EOC Management Team and the Documentation Unit to prepare an EOC Action Plan that identifies priorities and objectives. ______ Assemble information on alternative response and recovery strategies. ______ Identify the need for special resources.
______ Initiate the EOC Action Plan development for the forthcoming operational period.
______ Direct the coordination of periodic disaster and strategy Planning briefings to the EOC Director and General Staff, including analysis and forecast of incident potential.
______ Ensure coordination of disaster information and intelligence collection and dissemination with other sections.
______ Begin planning for recovery.
564
City of Big Bear Lake
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133 Position Checklists December 2025

DEACTIVATION
______ Authorize the deactivation of organizational elements within your Section when they are no longer required.
______ Ensure any open actions are handled by your Section or transferred to other EOC elements as appropriate.
______ Ensure required forms or reports are completed before your release and departure.
______ Be prepared to provide input to the After-Action Report. ______ Deactivate your Section and close out logs when authorized by the EOC Director.
______ Check out and leave a forwarding phone number where you can be reached.
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PLANNING AND INTELLIGENCE SECTION

SITUATION STATUS AND RESOURCE STATUS UNIT LEADER
PRIMARY: Community Development Department
SUPERVISOR: Planning and Intelligence Section Chief

OVERALL RESPONSIBILITY
Collect and organize incident status and situation information, and evaluate, analyze, and display information for use by EOC staff. Collect and organize incident resource status information including assigned resources, available resources, and resource needs.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Collect, organize, and analyze situation information from external EOC sources.  Collect, organize, and analyze resource information from EOC sections and branches.
 Provide current situation assessments based on analysis of information received from a variety of sources and reports.
 Develop situation reports for dissemination to Planning and Intelligence Section Chief, EOC, and other section Chiefs to initiate the action planning process.  Assess, verify, and prioritize situation information into situation intelligence briefings and situation reports.
 Seek from any verifiable source available information which may be useful in the development of current situation assessments of the affected area.  Complete jurisdiction situation report and preliminary damage assessment reports for approval by the Section Chief.
 Deliver the reports to the EOC Coordinator for submission to the Operational Area.
 Evaluate the content of all incoming field situation and major incident reports.

Provide incoming intelligence information directly to appropriate EOC Sections, summarize and provide current information on central maps and displays. 567
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 Monitor and ensure the orderly flow of disaster intelligence information within the EOC.
 Provide maps for the Planning and Intelligence Section and EOC Action Plan contents.
 Develop and maintain current maps and other displays.

READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (ICS Form 211) ______ Report to the Planning and Intelligence Section Chief. ______ Obtain a briefing on the situation.
______ Determine your personal operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as the Situation Status Unit Leader by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment, and what others in the organization do.
______ Activate elements of your branch/unit, establish work area, assign duties, and ensure branch/unit journal/log is opened.
______ Determine 24-hour staffing requirements and request additional support as required.
______ Ensure that all your incoming branch/unit personnel are fully briefed. ______ Based on the situation as known or forecast determine likely future branch/unit needs.
568
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
137 Position Checklists December 2025

GENERAL OPERATIONAL DUTIES
______ Using Activity Log (ICS Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency/disaster. Document:
 Messages received
 Action taken
 Decision justification and documentation
 Requests filled
 EOC personnel, time on duty and assignments
Detailed information is essential to meet requirements for possible reimbursement by Cal OES and FEMA.
______ Develop a plan for your branch/unit operations and support of field operations as requested. Assign specific responsibilities. ______ Keep up to date on the situation and resources associated with your branch/unit. Maintain current status reports and displays. ______ Keep the Planning and Intelligence Section Chief advised of your branch/unit status and activity, and on any problem areas that now need, or will require solutions.
______ Provide periodic situation or status reports to your Section Chief. ______ Establish operating procedure with the Information Technology Unit of the Logistics Section for use of telephone and data systems. Make any priorities or special requests known.
______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate potential situation changes, such as severe aftershocks (in the event of an earthquake) in all branch/unit planning. Develop a backup plan for all plans and procedures requiring off-site communications. ______ Determine and anticipate your support needs, and forward to your Section Chief.
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______ Conduct periodic briefings for your branch/unit. Ensure they are aware of priorities.
______ Monitor your branch/unit activities and adjust staffing and organization as appropriate to meet current needs.
______ Use face-to-face communication in the EOC whenever possible and document decisions and policy.
______ Refer all media contacts to your Section Chief.
______ Be prepared to participate in the EOC Director’s/EOC Coordinator’s action planning meetings and policy decisions if requested.
______ Plan ahead and anticipate situations and problems before they occur. ______ Request additional resources through the appropriate Logistics or Finance and Administration Section Units as needed.
______ Ensure that all your branch/unit personnel and time records are provided to your Section Chief at the end of each operational period. ______ Brief your relief at shift-change time. Ensure that in-progress activities are identified, and follow-up requirements are known.

POSITION OPERATIONAL DUTIES
______ Direct the collection, organization, and display of status of disaster events according to the format that the Documentation Unit is utilizing, including:
 Location and nature of the disaster/emergency.
 Special hazards.
 Number of injured persons.
 Number of deceased persons.
 Road closures and disaster routes.
 Structural property damage (estimated dollar value).
 Personal property damage (estimated dollar value).
 City of Big Bear Lake resources committed to the disaster/ emergency.  City of Big Bear Lake resources available.
 Assistance provided by outside agencies and resources committed. 570
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 Shelters, type, location, and number of people that can be accommodated.
______ Prepare and maintain EOC displays.
______ Post to the significant events log casualty information, health concerns, property damage, fire status, size of risk area, scope of the hazard to the public, number of evacuees, etc.
______ Develop sources of information and assist the Planning and Intelligence Section Chief in collecting, organizing, and analyzing data from the following:
 Management Section
 Operations Section
 Logistics Section
 Finance and Administration Section
______ Provide for an authentication process in case of conflicting status reports on events.
______ Meet with the Planning and Intelligence Section Chief and the EOC Director to determine needs for planning meetings and briefings. Determine if there are any special information needs.
______ Meet with the PIO to determine best methods for exchanging information and providing the PIO with Situation Status Unit information. ______ Provide information to the PIO for use in developing media and other briefings.
______ Establish and maintain an open file of situation reports and major incident reports for review by other sections/units.
______ Determine weather conditions, current and upcoming. Keep up-to-date weather information posted.
______ Provide resource and situation status information in response to specific requests.
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______ Prepare an evaluation of the disaster situation and a forecast on the potential course of the disaster event(s) at periodic intervals, or upon request of the Planning and Intelligence Section Chief. ______ Prepare required Operational Area reports. Obtain approval from Section Chief. Deliver these reports to the EOC Coordinator for submission to the Operational Area.
______ Prepare written situation reports at periodic intervals at the direction of the Planning and Intelligence Section Chief.
______ Assist at planning meetings as required.

DEACTIVATION
______ 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 Unit Leader position and close out logs when authorized by the Planning Section Chief or EOC Director. ______ Check out and leave forwarding phone number where you can be reached. 572
City of Big Bear Lake
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PLANNING AND INTELLIGENCE SECTION

ADVANCED PLANNING UNIT LEADER
PRIMARY: Community Development Department
SUPERVISOR: Planning and Intelligence Section Chief

OVERALL RESPONSIBILITY
Develop reports and recommendations for future operational periods. Prepare reports and briefings for use in strategy and planning meetings.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Development of an Advanced Action Plan consisting of potential response and recovery-related issues likely to occur beyond the next operational period, generally within 36 to 72 hours.
 Review all available status reports, Action Plans, and other significant documents.  Determine potential future impacts of the emergency, particularly issues that may modify the overall EOC objectives.
 Provide periodic briefings for the EOC Director and General Staff addressing advanced planning issues.
 Supervise the Advanced Planning Unit.
573
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
142 Position Checklists December 2025

READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211) ______ Report to the Planning and Intelligence Section Chief. ______ Obtain a briefing on the situation.
______ Determine your operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as the Advanced Planning Unit Leader by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Activate elements of your branch/unit, establish work area, assign duties, and ensure the branch/unit journal/log is started.
______ Determine 24-hour staffing requirements and request additional support as required.
______ Ensure incoming branch/unit personnel are briefed. _______ Based on the current and forecasted situation determine current and future section/branch/unit needs.

GENERAL OPERATIONAL DUTIES
______ Using Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency/disaster.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation.
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 Requests filled.
 EOC personnel, time on duty, and assignments.

Detailed information is essential to meet requirements for possible reimbursement by Cal OES and FEMA.
______ Develop a plan for your branch/unit operations and support of field operations. Assign specific responsibilities.
______ Keep current on the situation and resources associated with your branch/unit.
______ Maintain current status reports and displays.
______ Keep the Planning and Intelligence Section Chief advised of your branch/unit status and activity and any problems that need or will require solutions.
______ Provide periodic situation or status reports to your Section Chief for updating information to the Planning and Intelligence Section. ______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate potential situation changes, such as severe aftershocks (in the event of an earthquake), in all branch/unit planning. Develop a backup plan for all plans and procedures requiring off-site communications. ______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Conduct periodic briefings for your Branch/Unit. Ensure they are aware of priorities.
______ Monitor your branch/unit activities and adjust staffing and organization to meet needs.
______ Use face-to-face communication in the EOC whenever possible and document decisions and policy.
______ Refer all media contacts to your Section Chief.
______ Be prepared to participate in the EOC Director’s/EOC Coordinator’s action planning meetings and policy decisions.
______ Plan and anticipate situations and problems before they occur. 575
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144 Position Checklists December 2025
______ Request additional resources through the Logistics or Finance and Administration Section.
______ Ensure your branch/unit personnel and time records are provided to your Section Chief at the end of each operational period.
______ Brief your relief at shift-change time. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Obtain current briefing on the operational situation from the Situation Status Unit. Determine best estimate for the duration of the situation from available information.
______ Determine priorities and policies from the Planning and Intelligence Section Chief and EOC Director.
______ In coordination with other EOC sections develop written forecasts for future operational periods. Provide a best estimate of the situation for 36 to 72 hours out.
______ Determine the top priorities for actions and resources 36 to 72 hours out. ______ Identify recommended changes to EOC strategies, organization, or procedures to better address the current and projected situation. ______ Identify issues and constraints that should be addressed now and in light of any probable situations in the next 36-72 hours.
______ Provide reports to the Planning and Intelligence Section Chief and EOC Director and others as directed.
______ Develop specific recommendations on areas and issues requiring continuing and expanded city involvement.
______ Periodically evaluate the operational situation and assist the Planning and Intelligence Section staff in recommending priority response and recovery actions.

DEACTIVATION
______ Ensure required forms or reports are completed before your release and departure.
______ Be prepared to provide input to the After-Action Report. 576
City of Big Bear Lake
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145 Position Checklists December 2025
______ Determine what follow-up to your assignment might be required before you leave.
______ Deactivate the Advance Planning Unit Leader position and close out logs when authorized by the Planning and Intelligence Section Chief or EOC Director.
______ Check out and leave a forwarding phone number where you can be reached.
577
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City of Big Bear Lake
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147 Position Checklists December 2025

PLANNING AND INTELLIGENCE SECTION

RECOVERY PLANNING UNIT LEADER
PRIMARY: Community Development Department
SUPERVISOR: Planning and Intelligence Section Chief

OVERALL RESPONSIBILITY
Ensure the city receives all emergency assistance and disaster recovery costs for which it is eligible, conduct all initial recovery operations, and prepare the EOC organization for transition to recovery operations organization to restore the city to pre-disaster conditions as quickly and effectively as possible.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Utilize disaster-caused opportunities to correct past ineffective land-use practices while maintaining legal safeguards for property owners and the city.  Develop a Mid-Range Recovery Plan identifying policy-related issues, social and economic impacts, significant response or recovery resource needs, and any other key issues likely to affect community recovery efforts.  Ensure the City of Big Bear Lake is prepared to participate jointly with FEMA, Cal OES, Operational Area, and non-profit organizations, to expedite disaster assistance for individuals, families, businesses, public entities, and others entitled to disaster assistance. Refer to current state and federal disaster assistance programs and information.
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City of Big Bear Lake
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READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211) ______ Report to the Planning and Intelligence Section Chief. ______ Obtain a briefing on the situation.
______ Determine your operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as the Recovery Planning Unit Leader by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Activate elements of your branch/unit, establish work area, assign duties, and ensure the branch/unit journal/log is started.
______ Determine 24-hour staffing requirements and request additional support as required.
______ Ensure incoming branch/unit personnel are briefed. _______ Based on the current and forecasted situation determine current and future section/branch/unit needs.

GENERAL OPERATIONAL DUTIES
______ Using Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency/disaster.

Document:
 Messages received.
 Action taken.
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City of Big Bear Lake
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 Decision justification and documentation.
 Requests filled.
 EOC personnel, time on duty, and assignments.

Detailed information is essential to meet requirements for possible reimbursement by Cal OES and FEMA.
______ Develop a plan for your branch/unit operations and support of field operations. Assign specific responsibilities.
______ Keep current on the situation and resources associated with your branch/unit.
______ Maintain current status reports and displays.
______ Keep the Planning and Intelligence Section Chief advised of your branch/unit status and activity and any problems that need or will require solutions.
______ Provide periodic situation or status reports to your Section Chief. ______ Establish operating procedure with the Information Technology Unit of the Logistics Section for the use of telephone and data systems. Make any priorities or special requests known.
______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate potential situation changes, such as severe aftershocks (in the event of an earthquake), in all branch/unit planning. Develop a backup for all plans and procedures requiring off-site communications. ______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Conduct periodic briefings for your branch/unit. Ensure they are aware of priorities.
______ Monitor your branch/unit activities and adjust staffing and organization to meet current needs.
______ Use face-to-face communication in the EOC whenever possible and document decisions and policy.
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______ Refer all media contacts to your Section Chief.
______ Be prepared to participate in the EOC Director’s/EOC Coordinator’s action planning meetings and policy decisions.
______ Plan and anticipate situations and problems before they occur. ______ Request additional resources through the Logistics or Finance and Administration Section.
______ Ensure your branch/unit personnel and time records are provided to your Section Chief at the end of each operational period.
______ Brief your relief at shift-change time. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Identify issues to be prioritized by the EOC Director on the restoration of services to the city.
______ Review all available status reports, Action Plans, and other significant documents.
______ Provide periodic briefings for the EOC Director and General Staff addressing recovery planning issues.
______ Monitor the current situation report to include recent updates. ______ Develop and submit a Mid-Range Recovery Plan to the Planning and Intelligence Section Chief for review and approval before conducting briefings for the EOC Director and General Staff.
______ Be alert for opportunities to implement actions to alleviate and remedy previous zoning practices that have caused incompatible land uses. ______ Maintain communication with the Operational Area, Cal OES, and FEMA sources for advice and assistance in obtaining maximum eligible funds for disaster recovery costs.
______ In coordination with the building and safety function of the Operations Section, establish criteria for temporary entry of “posted” buildings so owners and occupants may retrieve business or personal property. 582
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______ In coordination with the building and safety function of the Operations Section, establish criteria for re-occupancy of “posted” buildings. Posting includes, as a minimum, the categories of “Inspected,” “Restricted Access,” and “Unsafe.”
______ In coordination with building and safety function of the Operations Section, establish criteria for emergency demolition of buildings and structures that are considered to be an immediate danger to people or adjacent structures.

Ensure homeowners’ and business owners’ rights are fully considered and arrangements are made for appropriate hearings. Consult with the EOC Legal Advisor/City Attorney as needed.
______ Ensure buildings considered for demolition under the Historical Building classification follow any special review process.
______ Review Mid-Range Recovery Plan objectives submitted by each section for the forthcoming operational period. In conjunction with the general staff, recommend a transition strategy to EOC Director when EOC activity shifts predominately to recovery operations.
______ With Section Chiefs, develop a strategy for initial recovery operations. ______ Prepare the EOC organization for transition to Recovery Operations.

DEACTIVATION
______ Ensure required forms or reports are completed before 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 Unit Leader position and close out logs when authorized by the Planning and Intelligence Section Chief or EOC Director.
______ Check out and leave a forwarding phone number where you can be reached.
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PLANNING AND INTELLIGENCE SECTION

DAMAGE ASSESSMENT UNIT LEADER
PRIMARY: Community Development Department
SUPERVISOR: Planning and Intelligence Section Chief

OVERALL RESPONSIBILITY
The Damage Assessment Unit is responsible for maintaining detailed records of safety/damage assessment information and supporting the documentation process.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Collect safety/damage assessment information from the Operations Section and other verifiable sources and prepare appropriate reports.  Provide safety/damage assessment information to the Planning and Intelligence Section Chief.
 Coordinate with the Building and Safety Branch of the Operations Section for exchange of information.
 Utilize the San Bernardino County Operational Area safety/damage assessment procedures and forms.
585
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
154 Position Checklists December 2025

READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211) ______ Report to the Planning and Intelligence Section Chief. ______ Obtain a briefing on the situation.
______ Determine your operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as the Documentation Unit Leader by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Activate elements of your branch/unit, establish work area, assign duties, and ensure the branch/unit journal/log is started.
______ Determine 24-hour staffing requirements and request additional support as required.
______ Ensure incoming branch/unit personnel are briefed. _______ Based on the current and forecasted situation determine current and future section/branch/unit needs.

GENERAL OPERATIONAL DUTIES
______ Using Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency or disaster.

Document:
 Messages received.
 Action taken.
586
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
155 Position Checklists December 2025
 Decision justification and documentation.
 Requests filled.
 EOC personnel, time on duty, and assignments.

Detailed information is essential to meet requirements for possible reimbursement by Cal OES and FEMA in the Recovery phase. ______ Develop a plan for your branch/unit operations and support of field operations. Assign specific responsibilities.
______ Keep current on the situation and resources associated with your branch/unit.
______ Maintain current status reports and displays.
______ Keep the Planning and Intelligence Section Chief advised of your branch/unit status and activity and any problems that need or will require solutions.
______ Provide periodic situation or status reports to your Section Chief. ______ Establish operating procedure with the Information Technology Unit of the Logistics Section for the use of telephone and data systems. Make any priorities or special requests known.
______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate potential situation changes, such as severe aftershocks (in the event of an earthquake), in all branch/unit planning. Develop a backup for all plans and procedures requiring off-site communications. ______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Conduct periodic briefings for your branch/unit. Ensure they are aware of priorities.
______ Monitor your branch/unit activities and adjust staffing and organization to meet current needs.
______ Use face-to-face communication in the EOC whenever possible and document decisions and policy.
______ Refer all media contacts to your Section Chief.
587
City of Big Bear Lake
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156 Position Checklists December 2025
______ Be prepared to participate in the EOC Director’s/EOC Coordinator’s action planning meetings and policy decisions.
______ Plan ahead and anticipate situations and problems before they occur. ______ Request additional resources through the Logistics or Finance and Administration Section.
______ Ensure your branch/unit personnel and time records are provided to your Section Chief at the end of each operational period.
______ Brief your relief at shift-change time. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Coordinate collection of safety/damage assessment information with the Building and Safety Branch of the Operations Section.
______ Prepare safety/damage assessment information and provide to the Planning/Intelligence Section Coordinator for approval
______ Collect, record, and total the type, location and estimate value of damage. ______ Document those structures requiring immediate demolition to ensure the public safety through inspection records, videos, photographs, etc. ______ Provide documentation to Building and Safety Branch on those structures which may need to be demolished in the interest of public safety. ______ Coordinate with the American Red Cross, utility companies and other sources for additional safety/damage assessment information. ______ Coordinate with all Operations branches (Police, Fire, Public Works, Medical/Health, Utilities and Building and Safety) for possible information on damage to structures.
______ Provide final safety/damage assessment reports to the Documentation Unit.

DEACTIVATION
______ Ensure required forms or reports are completed before your release and departure.
588
City of Big Bear Lake
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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 Documentation Unit Leader position and close out logs when authorized by the Planning and Intelligence Section Chief or EOC Director.
______ Check out and leave a forwarding phone number where you can be reached.
589
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PLANNING AND INTELLIGENCE SECTION

GIS MAPPING UNIT LEADER
PRIMARY: Contracted Services or Planning Division
SUPERVISOR: Planning and Intelligence Section Chief

OVERALL RESPONSIBILITY
Provide situational status information by utilizing Geographical Information Systems to display maps, statistics, routes, damages, emergency operations, emergency facilities, boundaries, etc., in support of disaster response and recovery efforts.

DESCRIPTION OF POSITION RESPONSIBILITIES
 The GIS Unit provides the EOC with special mapping and tracking skills and tools to support the EOC and field functions. The GIS Unit reports to the Planning and Intelligence Section Chief.
591
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
160 Position Checklists December 2025

READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211) ______ Report to the Planning and Intelligence Section Chief. ______ Obtain a briefing on the situation.
______ Determine your operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as GIS Mapping Unit Leader by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Determine 24-hour staffing requirements and request additional support as required.
_______ Based on the current and forecasted situation determine current and future section/branch/unit needs.

GENERAL OPERATIONAL DUTIES
_______ Using Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency or disaster.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation
 Requests filled.
 EOC personnel, time on duty, and assignments
Detailed information is essential to meet requirements for possible reimbursement by Cal OES and FEMA.
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______ Develop a plan for branch/unit operations and support of field operations.

Assign specific responsibilities.
______ Keep current on the situation and resources associated with your position. ______ Maintain current status reports and displays.
______ Keep the Planning and Intelligence Section Chief advised of your position status and activity and any problems that need or will require solutions. ______ Provide periodic situation or status reports to your Section Chief. ______ Establish operating procedure with the Information Technology Unit of the Logistics Section for the use of telephone and data systems. Make any priorities or special requests known.
______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate situation changes, such as severe aftershocks (in the event of an earthquake), in all branch/unit planning. Develop a backup for all plans and procedures requiring off-site communications.
______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Use face-to-face communication in the EOC whenever possible and document decisions and policy.
______ Refer all media contacts to your Section Chief.
______ Be prepared to participate in the EOC Director’s/EOC Coordinator’s action planning meetings and policy decisions.
______ Plan and anticipate situations and problems before they occur. ______ Request additional resources through the Logistics or Finance and Administration Section.
______ Ensure your personnel and time records are provided to your Section Chief at the end of each operational period.
______ Brief your relief at shift-change time. Ensure in-progress activities are identified and follow-up requirements are discussed.
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POSITION OPERATIONAL DUTIES
______ Serve as a resource to members of the EOC staff in matters related to your technical specialty.
______ Support response and recovery efforts through the application of GIS mapping capabilities.

DEACTIVATION
______ Ensure required forms or reports are completed before 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 GIS Mapping Unit Leader position and close out logs when authorized by the Planning and Intelligence Section Chief or EOC Director. ______ Check out and leave a forwarding phone number where you can be reached.
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PLANNING AND INTELLIGENCE SECTION

DOCUMENTATION UNIT LEADER
PRIMARY: City Clerk’s Office
SUPERVISOR: Planning and Intelligence Section Chief

OVERALL RESPONSIBILITY
Compile and distribute the city’s EOC Action Plans and After-Action Reports, maintain accurate and complete incident files, and preserve incident files for legal, analytical, and historical purposes.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Maintain an accurate and complete record of significant disaster events.  Assist other parts of the EOC organization in setting up and maintaining files, journals, and special reports.
 Collect and organize all written forms, logs, journals, and reports from all sections at the completion of each shift.
 Maintain and preserve disaster or emergency files for legal, analytical, and historical purposes.
 Compile, copy, and distribute the EOC Action Plans as directed by the Section Chief.
 Compile, copy, and distribute the After-Action Report as directed by the Section Chief.
 Compile, copy, and distribute other reports and documents as directed by the Section Chief.
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READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211) ______ Report to the Planning and Intelligence Section Chief. ______ Obtain a briefing on the situation.
______ Determine your operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as the Documentation Unit Leader by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Activate elements of your branch/unit, establish work area, assign duties, and ensure the branch/unit journal/log is started.
______ Determine 24-hour staffing requirements and request additional support as required.
______ Ensure incoming branch/unit personnel are briefed. _______ Based on the current and forecasted situation determine current and future section/branch/unit needs.

GENERAL OPERATIONAL DUTIES
______ Using Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency or disaster.

Document:
 Messages received.
 Action taken.
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 Decision justification and documentation.
 Requests filled.
 EOC personnel, time on duty, and assignments.

Detailed information is essential to meet requirements for possible reimbursement by Cal OES and FEMA in the Recovery phase. ______ Develop a plan for your branch/unit operations and support of field operations. Assign specific responsibilities.
______ Keep current on the situation and resources associated with your branch/unit.
______ Maintain current status reports and displays.
______ Keep the Planning and Intelligence Section Chief advised of your branch/unit status and activity and any problems that need or will require solutions.
______ Provide periodic situation or status reports to your Section Chief. ______ Establish operating procedure with the Information Technology Unit of the Logistics Section for the use of telephone and data systems. Make any priorities or special requests known.
______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate potential situation changes, such as severe aftershocks (in the event of an earthquake), in all branch/unit planning. Develop a backup for all plans and procedures requiring off-site communications. ______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Conduct periodic briefings for your branch/unit. Ensure they are aware of priorities.
______ Monitor your branch/unit activities and adjust staffing and organization to meet current needs.
______ Use face-to-face communication in the EOC whenever possible and document decisions and policy.
______ Refer all media contacts to your Section Chief.
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______ Be prepared to participate in the EOC Director’s/EOC Coordinator’s action planning meetings and policy decisions.
______ Plan ahead and anticipate situations and problems before they occur. ______ Request additional resources through the Logistics or Finance and Administration Section.
______ Ensure your branch/unit personnel and time records are provided to your Section Chief at the end of each operational period.
______ Brief your relief at shift-change time. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Meet with the Planning and Intelligence Section Chief to determine what EOC materials should be maintained for official records. ______ Contact other EOC sections and units and inform them of the requirement to maintain official records. Assist them as necessary in setting up a file records system.
______ Coordinate documentation with the Situation Status Unit and Resource Status Unit.
______ Following planning meetings, assist in preparing any written action plans or procedures.
______ Ensure that the EOC Action Plans and After-Action Report are compiled, approved, copied, and distributed to EOC Sections and Units. ______ Establish a system for collecting all section and unit journals/logs at the completion of each operational period. Coordinate with the Finance and Administration Section to be sure documentation is forwarded and collected.
______ Periodically collect, maintain, and store messages, records, reports, logs, journals, and forms, submitted by all sections and units for the official record.
______ Prepare an overview of the documented disaster events periodically or upon request from the Planning and Intelligence Section Chief. 598
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DEACTIVATION
______ Ensure required forms or reports are completed before 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 Documentation Unit Leader position and close out logs when authorized by the Planning and Intelligence Section Chief or EOC Director.
______ Check out and leave a forwarding phone number where you can be reached.
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LOGISTICS SECTION

LOGISTICS SECTION CHECKLISTS

TABLE OF CONTENTS

Page
GENERAL SECTION..............................................................................................170 Purpose ....................................................................................................170 Overview ..................................................................................................170 Objectives ................................................................................................170

LOGISTICS SECTION CHECKLISTS
Logistics Section Chief...............................................................................173 Supply and Procurement Unit Leader ......................................................179 Facilities Unit Leader.................................................................................185 Information Technology Unit Leader ........................................................191 Personnel Unit Leader ..............................................................................195 Transportation Unit Leader.......................................................................201 Communications Unit Leader....................................................................205 601
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LOGISTICS SECTION

GENERAL

PURPOSE
This Section establishes procedures and assigns responsibilities to ensure the effective management of large-scale operations under the Standardized Emergency Management System and National Incident Management System. It provides information and guidance to the Logistics Section of the City of Big Bear Lake’s Emergency Management Organization and the Emergency Operations Center.

OVERVIEW
The Logistics Section’s primary responsibility is to ensure the facility, supply, transportation, and mobilization of resources to support the response effort at the disaster sites, staging areas, mobilization centers, public shelters, EOCs, etc. This Section provides all necessary resources, information systems, facilities, equipment, and procurement support. Methods for providing personnel and obtaining and using facilities and services to support emergency response at all operational sites during emergency or disaster conditions are the same as those used during normal operations unless authorized by the EOC Director or through emergency orders of the City Council.

The primary mission of the Logistics Section is to support the resource and logistical needs of the Emergency Operations Center and that of field operations. This is accomplished through the various functional elements of the Logistics Section.

Due to the lean structure of the city organization, certain EOC functions may be carried out as collateral staff responsibilities. Logistics functions, whether staffed or not, may include:
 Supply and Procurement
 Facilities
 Information Technology
 Personnel Resources

OBJECTIVES
The Logistics Section ensures all other sections are supported for the duration of the incident. Any communication services, facility or transportation requests, supplies, and other services required by the different sections will be ordered through the Logistics Section. The Section also supervises the negotiation and administration of vendors and 602
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supply contracts and procedures in coordination with the Finance and Administration Section. This Section works closely with the Finance and Administration Section on procurements, purchasing, contracting, and cost analysis.

The Logistics Section will accomplish the following specific objectives during a disaster or emergency:
 Collect information from other sections to determine logistical needs and prepare for expected operations.
 Coordinate the provision of logistical support with the EOC Director.  Prepare required reports identifying the activities performed by the Logistics Section.
 Determine the city’s logistical support needs and plan for immediate and sustained operations requirements.
 Obtain, dispatch, and track incident logistics, including equipment, facilities, supplies, equipment operators, vehicles, and contracted services.  Maintain proper and accurate documentation of actions taken to preserve all required records for future use and Cal OES and FEMA filing requirements. 603
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LOGISTICS SECTION

LOGISTICS SECTION CHIEF
PRIMARY: Public Works Department
SUPERVISOR: EOC Director

OVERALL RESPONSIBILITY
Oversee the support and services needed for those assisting the response effort in the city, including providing communications, facilities, transportation, supplies, and services.

DESCRIPTION OF POSITION RESPONSIBILITIES
Ensure the logistics function is carried out consistent with SEMS/NIMS guidelines, including:
 Meeting all support needs for the incident, including facilities, transportation, supplies, equipment maintenance, fueling, and communications.  Establishing the appropriate level of organization within the Section and continuously monitoring the effectiveness of that organization. Making changes as required.
 Preparing to form additional branches/groups/units as the situation dictates.  Exercising overall responsibility for coordinating the Section's branch/group/unit activities.
 Coordinating the provision of logistical support for the EOC.  Report to the EOC Director on all matters related to section activities.

Due to the lean structure of the city organization, many EOC functions will be carried out as collateral staff responsibilities. The Planning and Intelligence Section Chief position is responsible for the following functions:
 Supply and Procurement
 Facilities
 Information Technology
 Personnel Resources
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READ ENTIRE CHECKLIST AT STARTUP

AND AT THE BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
_____ Check in upon arrival at the EOC. (EOC Form 211)
______ Report to the EOC Director.
______ Obtain a briefing on the situation.
______ Set up your section workstation, including maps and status boards. Use your EOC Section materials and on-site supplies.
______ Review your position responsibilities.
______ Identify yourself as the Logistics Section Chief by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Review the EOC organization in place. Know where to go for information or support.
______ Determine if other section staff are at the EOC. ______ Confirm all key Logistics Section personnel or alternates are in the EOC or have been notified. Recall the staff members who are required for the emergency.
______ Request additional personnel for the Section to maintain a 24-hour operation.
______ Brief incoming section personnel before assuming their duties.

Briefings should include:
 Current situation assessment.
 Identification of specific job responsibilities.
 Identification of co-workers within the job function and geographical assignment.
 Current objectives.
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 Availability of communications.
 Location of the work area.
 Identification of eating and sleeping arrangements as appropriate.  Procedural instructions for obtaining additional supplies, services, and personnel.
 Identification of operational period work shifts.
______ Inform the EOC Director and General Staff when your Section is fully operational.
______ Start and maintain a unit log.
_______ Review the responsibilities of branches/groups/units in your Section.

Develop a plan for carrying out all responsibilities.
______ Prepare work objectives for section staff and make staff assignments. ______ Meet with other activated Section Chiefs.
______ From the Planning and Intelligence Section, obtain and review significant incident reports and additional field operational information that may pertain to or affect your section operations. Provide information to appropriate branches/units.
_______ Based on the current and forecasted situation, determine current and future section/branch/unit needs.

GENERAL OPERATIONAL DUTIES
______ Using Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency or disaster.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation.
 Requests filled.
 EOC personnel, time on duty, and assignments.

Detailed information is essential to meet requirements for possible reimbursement by Cal OES and FEMA.
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______ Carry out responsibilities of the Logistics Section branches/groups/units that must be staffed.
______ List issues that need to be accomplished within the next operational period.
______ Keep current on the situation and resources associated with your Section. ______ Maintain current status and displays at all times. ______ Keep the EOC Director advised of your branch/unit status and activity and any problems that need or will require solutions.
______ Provide situation and resource information to the Situation and Resource Unit of the Planning and Intelligence Section periodically or as the situation requires.
______ Brief the General Staff on operating procedures for telephone, data, and radio systems.
______ From the Planning and Intelligence Section and field sources, determine the transportation system status into and within the affected area. Find out priorities and estimated times to restore the evacuation route system and general transportation system.
______ Ensure your section logs and files are maintained. ______ Monitor your section activities and adjust section organization as needed. ______ Ensure internal coordination between branch/group/unit leaders. ______ Update status information with other sections.
______ Resolve problems that arise in conducting your section responsibilities. ______ Anticipate situation changes, such as severe aftershocks (in the event of an earthquake), in all section planning. Develop a backup for all plans and procedures requiring off-site communications.
______ Conduct periodic briefings for your Section. Ensure that all organizational elements are aware of the priorities.
______ Use face-to-face communication in the EOC whenever possible and document decisions and policies.
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______ Make sure all contacts with the media are coordinated with the Public Information Officer (PIO).
______ Participate in the EOC Director’s action planning meetings. ______ Plan and anticipate situations and problems before they occur. ______ Request additional resources through the Logistics or Finance and Administration Section Units.
______ Ensure your section personnel and time records are provided to the Finance and Administration Section at the end of each operational period. ______ Brief your relief at shift change. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Meet with the Finance and Administration Section Chief and review financial and administration support needs and procedures. Determine the level of financial authority of the Logistics Section. ______ Following action planning meetings, ensure orders for additional communications, facilities, transportation, and other services have been placed and are being coordinated within the EOC and field units. ______ Meet with other Section Chiefs to determine and coordinate resource needs.
______ Obtain, dispatch, and track all incident logistics, including equipment, facilities, supplies, equipment operators, vehicles, and contracted services.
______ Maintain proper and accurate documentation of all actions taken to ensure all required records are preserved for future use and CalOES and FEMA filing requirements.

DEACTIVATION
______ Authorize the deactivation of organizational elements within your Section when they are no longer required.
______ Ensure any open actions are handled by your Section or transferred to other EOC elements as appropriate.
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______ Ensure required forms or reports are completed before your release and departure.
______ Be prepared to provide input to the After-Action Report. ______ Deactivate your Section and close out logs when authorized by the EOC Director.
______ Check out and leave a forwarding number where you can be reached. 610
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LOGISTICS SECTION

SUPPLY AND PROCUREMENT UNIT LEADER
PRIMARY: Public Works Department
SUPERVISOR: Logistics Section Chief

OVERALL RESPONSIBILITY
Coordination of all inventories, management, tracking, and distribution of incident supplies, material, and equipment.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Prepare and maintain an emergency resource roster. This roster should contain sources of supplies and services where current agreements exist and include a 24- hour emergency resource contact list and associated purchase orders.  Identify additional sources of supplies, services, and equipment as requested.  Prepare and maintain display charts that reflect the status and location of all allocated resources.
 Establish and maintain a resource reporting system for field and EOC units.  Provide information to Situation and Resource Unit and Documentation Unit of the Planning and Intelligence Section for action planning and briefings. 611
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READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211) ______ Report to the Logistics Section Chief.
______ Obtain a briefing on the situation.
______ Determine your operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as the Supply and Procurement Unit Leader by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Activate elements of your unit, establish the work area, assign duties, and ensure unit journal/log is started.
______ Determine 24-hour staffing requirements and request additional support as required.
______ Ensure incoming unit personnel are briefed.
_______ Based on the current and forecasted situation determine current and future section/branch/unit needs.

GENERAL OPERATIONAL DUTIES
______ Using Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency/disaster.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation.
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 Requests filled.
 EOC personnel, time on duty, and assignments.

Detailed information is essential to meet requirements for possible reimbursement by Cal OES and FEMA.
______ Develop a plan for your unit operations and support field operations. Assign specific responsibilities.
______ Keep current on the situation and resources associated with your Unit. ______ Maintain current status reports and displays.
______ Keep the Logistics Section Chief advised of your unit status and activity and any problems that need or will require solutions.
______ Provide periodic situation or status reports to your Section Chief for updating information to the Planning and Intelligence Section. ______ Establish operating procedures with the Information Technology Unit for telephone, radio, and data systems. Make any priorities or special requests known.
______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate potential situation changes, such as severe aftershocks (in the event of an earthquake), in all unit planning. Develop a backup for all plans and procedures requiring off-site communications.
______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Conduct periodic briefings for your unit. Ensure they are aware of priorities. ______ Monitor your unit activities and adjust staffing and organization to meet needs.
______ Use face-to-face communication in the EOC whenever possible and thoroughly document decisions and actions.
______ Refer all media contacts to your Section Chief.
______ Be prepared to participate in the EOC Director’s/EOC Coordinator’s action planning meetings and policy decisions.
______ Plan and anticipate situations and problems before they occur. 613
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______ Request additional resources through the Logistics or Finance and Administration Section.
______ Ensure your unit personnel and time records are provided to your Section Chief at the end of each operational period.
______ Brief your relief at shift change. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Prepare and maintain the emergency resource roster. ______ In coordination with the Finance and Administration Section-Purchasing Unit, order, receive, and issue disaster-related equipment, supplies, and resources, with detailed tracking and receiving logs, including timetables. ______ Develop a system to track resources deployed for disaster response. ______ Establish a reporting procedure for resources at specified locations. ______ Ensure all records identify the scope of work and site-specific locations. ______ Coordinate supply requirements with personnel, vendors, contractors, and mutual aid partners.
______ Direct the collection, organization, and display status of incident resources to include allocation, deployment, and staging areas.
______ Provide a resources overview and summary information to the Situation and Resource Unit of the Planning and Intelligence Section as requested and written status reports on resource allocations as requested by the Section Chiefs.
______ Assist in action planning and provide input based on the evaluation of the resource allocations, resources ordered, available, committed, and any projected resources shortfalls.

DEACTIVATION
______ Ensure required forms or reports are completed before your release and departure.
______ Be prepared to provide input to the After-Action Report. 614
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______ Determine what follow-up to your assignment might be required before you leave.
______ Deactivate the Supply and Procurement Unit Leader position and close out logs when authorized by the Logistics Section Chief or EOC Director. ______ Check out and leave a forwarding phone number where you can be reached.
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LOGISTICS SECTION

FACILITIES UNIT LEADER
PRIMARY: Public Works Department
SUPERVISOR: Logistics Section Chief

OVERALL RESPONSIBILITY
Ensure that adequate facilities are provided for the response effort, including securing access to the facility, and providing staff, furniture, supplies, and materials necessary to configure and maintain the facility in a manner adequate to accomplish the emergency response or recovery mission.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Coordinate and oversee the management and support of the EOC and other essential city facilities and sites used during disaster operations.  Coordinate with other EOC branches/groups/units needing Facilities Unit support.  Support activities for restoration of disrupted services and utilities to facilities.  Coordinate with Finance and Administration Section on any claims or fiscal matters relating to the operations of facilities.
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READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211) ______ Report to the Logistics Section Chief.
______ Obtain a briefing on the situation.
______ Determine your operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as the Facilities Unit Leader by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Activate elements of your unit, establish a work area, assign duties, and ensure unit journal/log is started.
______ Determine 24-hour staffing requirements and request additional support as required.
______ Ensure incoming unit personnel are briefed.
_______ Based on the current and forecasted situation determine current and future section/branch/unit needs.

GENERAL OPERATIONAL DUTIES
______ Using Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency/disaster.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation.
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 Requests filled.
 EOC personnel, time on duty, and assignments.

Detailed information is essential to meet requirements for possible reimbursement by Cal OES and FEMA.
______ Develop a plan for your unit operations and support of field operations.

Assign specific responsibilities.
______ Keep current on the situation and resources associated with your unit. ______ Maintain current status reports and displays.
______ Keep the Logistics Section Chief advised of your unit status and activity and any problems that need or will require solutions.
______ Provide periodic situation or status reports to your Section Chief for updating information to the Planning and Intelligence Section. ______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate situation changes, such as severe aftershocks (in the event of an earthquake), in all unit planning. Develop a backup for all plans and procedures requiring off-site communications.
______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Conduct periodic briefings for your unit. Ensure they are aware of priorities. ______ Monitor your Unit activities and adjust staffing and organization to meet needs.
______ Use face-to-face communication in the EOC whenever possible and document decisions and policy.
______ Refer all media contacts to your Section Chief.
______ Be prepared to participate in the EOC Director’s/EOC Coordinator’s action planning meetings and policy decisions.
______ Plan and anticipate situations and problems before they occur. ______ Request additional resources through the Logistics or Finance and Administration Section.
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______ Ensure your unit personnel and time records are provided to your Section Chief at the end of each operational period.
______ Brief your relief at shift change. Ensure in-progress activities are identified, and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Maintain information in the unit regarding:
▪ Facilities opened and operating.
▪ Facility managers and contact information.
▪ Supplies and equipment at various locations.
▪ Specific operations and capabilities of each location. ______ As the requirement for emergency-use facilities is identified, coordinate the acquisition of required space to include any use permit, agreement, restrictions, or negotiations required.
______ In coordination with the Operations Section, provide support to facilities used for disaster response and recovery operations, such as staging areas, shelters, etc.
______ Identify technology needs to the Information Technology Unit. ______ Identify equipment, material, and supply needs to the Supply and Procurement Unit.
______ Identify personnel needs to the Personnel Branch. ______ Identify transportation needs and requirements to the Transportation Unit. ______ Identify facility security requirements to the Law Enforcement Branch of the Operations Section.
______ Account for personnel, equipment, supplies, and materials provided to each facility.
______ Coordinate the receipt of incoming resources to facilities. ______ Ensure operational capabilities are maintained at facilities. ______ Oversee the distribution of utilities, fuel, water, and essential supplies to all disaster operation facilities.
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______ Ensure basic sanitation and health needs at mass care facilities (toilets, showers, etc.) are met.
______ Ensure access and other related assistance for residential care and special needs persons are provided in facilities.
______ Provide facilities for sheltering essential workers, employees’ families, and volunteers.
______ Provide facilities for animal boarding.
______ Coordinate water for consumption and sanitation at all facilities.

DEACTIVATION
______ Ensure required forms or reports are completed before 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 Facilities Unit Leader position and close out logs when authorized by the Logistics Section Chief or EOC Director. ______ Check out and leave a forwarding phone number where you can be reached.
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LOGISTICS SECTION

INFORMATION TECHNOLOGY UNIT LEADER
PRIMARY: Contracted Service Provider
SUPERVISOR: Logistics Section Chief

OVERALL RESPONSIBILITY
Manage all data, communications, and telephone needs of the EOC, city facilities, and incident facilities. Includes information technology systems, services, equipment, and tools.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Coordinate communications, telephone, and data within the EOC, emergency response facilities, and emergency support facilities.
 Coordinate and oversee all contracted information technology services and systems.
 Support field response resources and components with communications and information technology needs.
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READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211) ______ Report to the Logistics Section Chief.
______ Obtain a briefing on the situation.
______ Determine your operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as the Information Technology Unit Leader by printing your name on the EOC organization chart next to your position. ______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Determine 24-hour staffing requirements and request additional support as required.
______ Ensure incoming personnel are briefed.
_______ Based on the current and forecasted situation determine current and future section/branch/unit needs.

GENERAL OPERATIONAL DUTIES
______ Using Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency or disaster.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation.
 Requests filled.
 EOC personnel, time on duty, and assignments.
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Detailed information is essential to meet requirements for possible reimbursement by Cal OES and FEMA.
______ Develop a plan for your unit operations and support of field operations.

Assign specific responsibilities.
______ Keep current on the situation and resources associated with your unit. ______ Maintain current status reports and displays.
______ Keep the Logistics Section Chief advised of your status and activity and any problems that need or will require solutions.
______ Establish operating procedures for telephone and data systems use and provide them to other sections/branches/units.
______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate potential situation changes, such as severe aftershocks (in the event of an earthquake). Develop a backup for all plans and procedures requiring off-site communications.
______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Conduct periodic briefings for your unit. Ensure they are aware of priorities. ______ Monitor your unit activities and adjust staffing and organization to meet needs.
______ Use face-to-face communication in the EOC whenever possible and document decisions and policy.
______ Refer all media contacts to your Section Chief.
______ Be prepared to participate in the EOC Director’s/EOC Coordinator’s action planning meetings and policy decisions.
______ Request additional resources through the Logistics or Finance and Administration Section.
______ Plan and anticipate situations and problems before they occur. ______ Ensure all your unit personnel and time records are provided to your supervisor at the end of each operational period.
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______ Brief your relief at shift change. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Coordinate with all sections and branches/groups/units on operating procedures for telephone, data, and communication systems use. Receive any priorities or special requests.
______ Contact communications and network utility providers, contracting and cooperating government agencies, to establish communications. ______ Coordinate with city departments and the EOC to develop a plan to minimize communication issues (surge, cross talk, power charging) that include data and telephone needs.
______ Monitor operational effectiveness of EOC communications systems. Obtain additional and redundant communications capability.
______ Plan for the staffing and repair of communications equipment and systems. ______ Protect equipment from adverse conditions, including weather, aftershocks, electromagnetic pulse, power surges, etc.
______ Provide input into the action planning process and conduct IT related briefings at operational briefings.

DEACTIVATION
______ Ensure required forms or reports are completed before your release and departure.
______ Be prepared to provide input into the After-Action Report. ______ Determine what follow-up to your assignment might be required before you leave.
______ Deactivate the Information Technology Unit Leader position, and close out logs when authorized by the Logistics Section Chief or the EOC Director. ______ Check out and leave a forwarding phone number where you can be reached.
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LOGISTICS SECTION

PERSONNEL UNIT LEADER
PRIMARY: Human Resources/Risk Management Department
SUPERVISOR: Logistics Section Chief

OVERALL RESPONSIBILITY
Manage all activities related to the ordering, dispatching, and tracking of EOC and emergency support personnel requests and use of personnel resources. Includes volunteer personnel if not the responsibility of another EOC Section.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Coordinate personnel support requests received at the EOC, including staff and volunteers, or from city response elements in the field or at emergency response support facilities.
 Identify sources and maintain an inventory of support staff and volunteer resources. Request personnel resources from city departments, allied and cooperating agencies, non-governmental organizations, and chartered and volunteer organizations.
 Ensure Disaster Service Workers and Disaster Service Worker Volunteers are registered and integrated into the emergency response system. Spontaneous and unaffiliated volunteers must sign the CA Loyalty Oath Statement and be sworn in.

The City Clerk may assist with this process.
 Assign and track personnel within the EOC and at emergency response support facilities. (includes Department Operations Centers, Evacuation Centers, Shelters, etc.)
 Consider recommending activating a Volunteer Resource Unit within the Logistics Section.
 Coordinate the Critical Incident Stress Debriefing if needed. 627
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READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211
______ Report to the Logistics Section Chief.
______ Obtain a briefing on the situation.
______ Determine your operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as the Personnel Branch Director by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Activate elements of your branch/unit, establish a work area, assign duties, and ensure branch/unit journal/log is started.
______ Determine 24-hour staffing requirements and request additional support. ______ Ensure incoming branch/unit personnel are briefed. _______ Based on the current and forecasted situation determine current and future section/branch/unit needs.

GENERAL OPERATIONAL DUTIES
______ Using Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency or disaster.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation.
 Requests filled.
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 EOC personnel, time on duty, and assignments.

Detailed information is essential to meet requirements for possible reimbursement by Cal OES and FEMA.
______ Develop a plan for your branch/unit operations and support of field. Assign specific responsibilities.
______ Keep current on the situation and resources associated with your branch/unit.
______ Maintain current status reports and displays.
______ Keep the Logistics Section Chief advised of your branch/unit status and activity and any problems that need or will require solutions. ______ Provide periodic situation or status reports to your Section Chief for updating information to the Planning and Intelligence Section. ______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate situation changes, such as severe aftershocks (in the event of an earthquake), in all branch/unit planning. Develop a backup for all plans and procedures requiring off-site communications.
______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Conduct periodic briefings for your branch/unit. Ensure they are aware of priorities.
______ Monitor your branch/unit activities and adjust staffing and organization to meet needs.
______ Use face-to-face communication in the EOC whenever possible and document decisions and policy.
______ Refer all media contacts to your Section Chief.
______ Be prepared to participate in the EOC Director’s/EOC Coordinator’s action planning meetings and policy decisions.
______ Plan and anticipate situations and problems before they occur. ______ Request additional resources through the appropriate Logistics or Finance and Administration Section.
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______ Ensure your branch/unit personnel and time records are provided to your Section Chief at the end of each operational period.
______ Brief your relief at shift change time. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Receive and process requests for personnel. Determine the required number of personnel, special qualifications or training, location where needed, and person to report to upon arrival. Determine an estimated time of arrival for dispatched personnel and relay this back to the requesting department/agency/branch/unit.
______ Track personnel and volunteers processed by the Branch. Maintain sign in and out logs. Maintain accountability of personnel and volunteers used in the response. Process personnel and volunteers released from assignments per the demobilization plan and unit of the Planning and Intelligence Section if established.
_____ Maintain information regarding:
 Personnel and volunteers processed.
 Personnel and volunteers deployed and assigned by agency and location.
 Personnel and volunteers on standby.
 Personnel requests not filled.
______ Ensure training of assigned response staff and volunteers to perform emergency functions. Coordinate with the Safety Officer to ensure training for personnel includes safety and hazard awareness and complies with any OSHA requirements.
______ Coordinate crisis counseling for emergency workers as needed. Coordinate Critical Incident Stress Debriefing as needed.
______ Coordinate feeding, shelter, and care of personnel, employees’ families, and volunteers with other Logistics Section Units and the Care and Shelter Branch of the Operations Section.
______ Plan for childcare for city employees. Coordinate with Facilities Unit for suitable facilities and the Care and Shelter Branch of the Operations Section.
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______ Assist and support employees and their families who may be disaster survivors/victims.
______ Request additional personnel needs through the Operational Area EOC. ______ Anticipated the need for additional volunteers. Coordinate media broadcasts seeking volunteers with the PIO and Volunteer Resource Unit.

Be specific as to what volunteer work and skills are needed. ______ Coordinate transportation of personnel and volunteers with the Logistics Section.
______ Keep the PIO advised of the volunteer situation. If no more volunteers are needed or the system is saturated with volunteers, advise the PIO of that condition, and take steps to reduce it.
______ Provide periodic personnel and volunteer resource summary reports to the Situation Unit of the Planning and Intelligence Section. ______ Provide input into the action planning process relative to your area of responsibility.

DEACTIVATION
______ Ensure required forms or reports are completed before 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 Branch and close out logs when authorized by the Logistics Section Chief or EOC Director.
______ Check out and leave a forwarding phone number where you can be reached.
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LOGISTICS SECTION

TRANSPORTATION UNIT LEADER
PRIMARY: Public Works Department
SUPERVISOR: Logistics Section Chief

OVERALL RESPONSIBILITY
Responsible for transportation of personnel, equipment, supplies, and disaster survivors.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Coordinate the transportation of personnel, supplies, food, and equipment, fueling service, maintenance, and repair of vehicles and other transportation equipment and resources within the city, by all available means.  Coordinate all public transportation resources.
 Work with Operations Section (Public Works, Utilities, and Law Enforcement Branches) to determine status of transportation routes. 633
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READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (ICS Form 211) ______ Report to the Logistics Section Chief.
______ Obtain a briefing on the situation.
______ Determine your personal operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as the Transportation Unit Leader by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Activate elements of your Unit, establish work area, assign duties, and ensure unit journal/log is opened.
______ Determine 24-hour staffing requirements and request additional support as required.
______ Ensure that all your incoming unit personnel are fully briefed. ______ Based on the situation as known or forecast determine likely future Unit needs.

Maintain current status reports and displays.
______ Keep the Logistics Section Chief advised of your unit status and activity, and on any problem areas that now need or will require solutions. ______ Provide periodic situation or status reports to your Section Chief for updating information to the Planning and Intelligence Section. ______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate potential situation changes such as severe aftershocks (in the event of an earthquake) in all unit planning. Develop a backup plan for all plans and procedures requiring off-site communications. ______ Determine and anticipate your support needs, and forward to your Section Chief.
______ Conduct periodic briefings for your unit. Ensure they are aware of priorities. ______ Monitor your unit activities and adjust staffing and organization as appropriate to meet current needs.
______ Use face-to-face communication in the EOC whenever possible, and document decisions and policy.
______ Refer all media contacts to your Section Chief.
______ Be prepared to participate in the EOC Director’s/EOC Coordinator’s action planning meetings and policy decisions if requested.
______ Plan ahead and anticipate situations and problems before they occur. ______ Request additional resources through the appropriate Logistics or Finance and Administration Section Units as needed.
______ Ensure that all your unit personnel and time records are provided to your Section Chief at the end of each operational period.
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______ Brief your relief at shift-change. Ensure that in-progress activities are identified, and follow-up requirements are known.

POSITION OPERATIONAL DUTIES
______ Coordinate with the Planning and Intelligence Sections and Operations Sections to determine which disaster routes are available for emergency use.
______ Coordinate with other sections and branches/groups/units to identify transportation priorities.
______ Establish a transportation plan for movement of:
 Personnel, supplies, and equipment to the EOC, field units, shelters, and Casualty Collection Points (CCPs).
 Individuals to medical facilities.
 Emergency workers and volunteers to and from work sites. ______ Coordinate with the Operations Section on the movement of disabled and elderly persons.
______ Coordinate with local transportation agencies and schools to establish availability of resources for use in evacuations and other operations as needed.
______ As reports are received from field units and EOC sections, and as sufficient information develops, analyze the situation, and anticipate transportation requirements.

DEACTIVATION
______ 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 Transportation Unit Leader position, and close out logs when authorized by the Logistics Section Chief or EOC Director. ______ Check out and leave forwarding phone number where you can be reached. 636
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LOGISTICS SECTION

COMMUNICATIONS UNIT LEADER
PRIMARY: Public Works Department
SUPERVISOR: Logistics Section Chief

OVERALL RESPONSIBILITY
Manage all communications, radio, and telecommunication activities for the EOC.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Notify support agencies and oversee the installation, activation and maintenance of all radio and telephone communications services inside of the EOC and between the EOC and outside agencies.
 Determine the appropriate placement of all radio transmitting equipment brought to the EOC to support operations. Approval of all radio frequencies to minimize interference conditions.
 Provide necessary communication system operators and ensure effective continuous 24-hour operation of all communications services.  Copy and log incoming radio and telephone reports on situation reports, major incident reports, resource requests and general messages.  Make special assignment of radio and telephone services as directed by the EOC Director.
 Organize, place, and oversee the operation of any amateur radio services working in support of the EOC.
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READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211) ______ Report to the Logistics Section Chief.
______ Obtain a briefing on the situation.
______ Determine your operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as the Communications Unit Leader by printing your name on the EOC organization chart next to your position.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Determine 24-hour staffing requirements and request additional support as required.
______ Ensure incoming personnel are briefed.
_______ Based on the current and forecasted situation determine current and future section/branch/unit needs.

GENERAL OPERATIONAL DUTIES
______ Using Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency or disaster.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation.
 Requests filled.
 EOC personnel, time on duty, and assignments.
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Detailed information is essential to meet requirements for possible reimbursement by Cal OES and FEMA.
______ Develop a plan for your unit operations and support of field operations.

Assign specific responsibilities.
______ Keep current on the situation and resources associated with your unit. ______ Maintain current status reports and displays.
______ Keep the Logistics Section Chief advised of your status and activity and any problems that need or will require solutions.
______ Establish operating procedures for telephone and data systems use and provide them to other sections/branches/units.
______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate potential situation changes, such as severe aftershocks (in the event of an earthquake). Develop a backup for all plans and procedures requiring off-site communications.
______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Conduct periodic briefings for your unit. Ensure they are aware of priorities. ______ Monitor your unit activities and adjust staffing and organization to meet needs.
______ Use face-to-face communication in the EOC whenever possible and document decisions and policy.
______ Refer all media contacts to your Section Chief.
______ Be prepared to participate in the EOC Director’s/EOC Coordinator’s action planning meetings and policy decisions.
______ Request additional resources through the Logistics or Finance and Administration Section.
______ Plan and anticipate situations and problems before they occur. ______ Ensure all your unit personnel and time records are provided to your supervisor at the end of each operational period.
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______ Brief your relief at shift change. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Meet with section and branch/unit coordinators and obtain EOC on-site and external radio communications capabilities, needs, restrictions, and operating procedures.
______ Establish a primary and alternate plan for radio communications. ______ Coordinate with all city departments and the EOC to establish a radio communications plan to minimize communication issues utilizing established communications, the private sector, amateur radio, and volunteers. Provide completed ICS Form 205 to the Planning Section. ______ Keep the Operations Section Chief updated on radio activities and the situation in the city, as appropriate.
______ Request additional staffing to assist you as needed. ______ Route incoming radio messages through EOC runners or other system for distribution to EOC staff.
______ Coordinate radio activities between the city and cooperating and assisting agencies.
______ Coordinate with volunteer and private sector organizations to supplement communications needs.
______ Establish procedures to ensure staffing and repair of communications equipment.
______ Provide briefings as requested at action planning meetings.

DEACTIVATION
______ Ensure required forms or reports are completed before your release and departure.
______ Be prepared to provide input into the After-Action Report. ______ Determine what follow-up to your assignment might be required before you leave.
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______ Deactivate the Information Technology Unit Leader position, and close out logs when authorized by the Logistics Section Chief or the EOC Director. ______ Check out and leave a forwarding phone number where you can be reached.
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FINANCE AND ADMINISTRATION SECTION

FINANCE AND ADMINISTRATION SECTION CHECKLISTS

TABLE OF CONTENTS
Page
GENERAL SECTION..............................................................................................212 Purpose.....................................................................................................212 Overview...................................................................................................212 Objectives.................................................................................................212

FINANCE AND ADMINISTRATION SECTION CHECKLISTS
Finance and Administration Section Chief ................................................215 Time Unit Leader ......................................................................................221 Cost Accounting Unit Leader.....................................................................227 Compensation and Claims Unit Leader .....................................................233 Purchasing Unit Leader.............................................................................239 Cost Recovery Unit Leader........................................................................245 643
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FINANCE AND ADMINISTRATION SECTION

GENERAL

PURPOSE
This Section establishes procedures and assigns responsibilities to ensure the effective management of large-scale operations under the Standardized Emergency Management System and National Incident Management System. It provides information and guidance to the Finance and Administration Section of the City of Big Bear Lake’s Emergency Management Organization and the Emergency Operations Center.

OVERVIEW
The Finance and Administration Section maintains the financial systems necessary to keep the city functioning during a disaster or emergency.

These systems include:
 Payments
 Revenue collection
 Claims and compensations
 Cost recovery documentation
The Finance and Administration Section supports services and materials procurement and cost tracking. It is also responsible for conducting ongoing cost analyses of the Emergency Operations Center and field operations expenditures and providing costsaving recommendations. The functional elements of the Finance and Administration Section carry out these activities.

Due to the lean structure of the city organization, certain EOC functions may be carried out as collateral staff responsibilities. Finance and Administration functions, whether staffed or not, may include:
 Time Keeping
 Cost Accounting
 Compensation and Claims

OBJECTIVES
The Finance and Administration Section serves in a support role in all disasters and emergencies to ensure the procurement and payment for services and materials, 644
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maintain a running tabulation of emergency expenditures, recommend cost-saving measures, and collect and organize records for state and federal cost recovery.

Objectives include:

A. For all disasters or emergencies:

1. Determine how much the city's electronic financial systems are accessible and usable.

2. Determine if the city's banks can continue handling financial transactions.

3. Maintain, as best possible, the financial continuity of the city's financial systems (payroll, payments, and revenue collection).

4. Put into place and disseminate information about the EOC’s disaster accounting system to other sections and departments, as necessary.

5. After a state or federal disaster declaration, coordinate and initiate the recovery process of city costs.
 Coordinate the collection and documentation of disaster and emergency costs with the other sections and departments.
 Coordinate with the disaster financial assistance agencies for the required inspections, documentation, audits, and other necessary work to recover costs.

B. For disasters and emergencies where the city's electronic financial systems and bank are accessible and usable:

1. Inform the other sections and city departments that the payroll and payments processing will be handled on a "business-as-usual" basis, except that a Cost Center will be used for disaster/emergency-related costs.

2. Continue with objectives A.1. through A.5 above.

C. For disasters and emergencies where the city's electronic financial systems and bank are either inaccessible or unusable for a short period (less than one week):

1. Inform the other sections and city departments that payroll and payments will be on hold for a short time and that processing will continue generally as of a specified date.

2. Continue with objectives A.1. through A.5 above.
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D. For disasters/emergencies where the city's electronic financial systems and bank systems are either inaccessible or unusable for an extended period (one week or more):

1. Inform the other sections and city departments that disaster accounting procedures will be necessary for the next payroll, all critical payments, and what those procedures are.

2. Continue with objectives A.1. through A.5 above.
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FINANCE AND ADMINISTRATION SECTION

FINANCE AND ADMINISTRATION SECTION CHIEF
PRIMARY: Finance Division
SUPERVISOR: EOC Director

OVERALL RESPONSIBILITY
Supervise financial support for the response and recovery to the disaster and emergency. Ensure the payroll and revenue collection processes continue, activate a disaster accounting system, and procure supplies and equipment as needed.

DESCRIPTION OF POSITION RESPONSIBILITIES
Ensure the Finance and Administration function is performed consistent with city policies and procedures, including accounting for the unique and specific needs of the incident. Activities may include:
 Maintaining financial records of the emergency.
 Tracking and recording of all response costs.
 Procuring supplies and equipment and processing purchase orders.  Handling travel and expense claims.
 Providing administrative support to the EOC.
 Managing personal injury and property damage claims.

Establish the appropriate level of organization within the Section and monitor for effectiveness. Make changes as required.

Coordinate with the Planning and Intelligence Section - Recovery Planning Unit to accurately and timely document records needed for cost recovery.

Ensure the Section supports other EOC sections consistent with priorities established in the EOC Action Plan.

Keep the EOC Director updated on all significant financial developments.

Due to the lean structure of the city organization, many EOC functions will be carried out as collateral staff responsibilities. The Finance and Administration Section Chief position is responsible for the following functions:
 Time Keeping
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 Cost Accounting
 Compensation and Claims

READ ENTIRE CHECKLIST AT STARTUP

AND AT THE BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211) ______ Report to the EOC Director.
______ Obtain a briefing on the situation.
______ Set up your section workstation, including laptop and status boards. Use your EOC section materials and on-site supplies.
______ Review your position responsibilities.
______ Identify yourself as the Finance and Administration Section Chief by putting on the vest with your title. Clarify any issues regarding your authority and assignment and others in the organization.
______ Review the organization in place at the EOC. Know where to go for information or support.
______ Determine if other Section staff are at the EOC. ______ Determine if a Cost Center and Disaster Accounting Code has been assigned. If not, coordinate the same and widely broadcast it to the EOC and city departments.
______ Confirm key Finance and Administration Section personnel or alternates are in the EOC or have been notified. Recall the staff members who are required for the emergency.
______ Activate organizational elements within your Section and designate leaders for each element or combination.
 Time Unit
 Cost Accounting Unit
 Compensation and Claims Unit
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______ Request additional personnel for the Section to maintain a 24-hour operation as needed.
______ Brief incoming section personnel before assuming their duties. Briefings should include:
 Current situation assessment.
 Identification of specific job responsibilities.
 Identification of co-workers within the job function and geographical or functional assignment.
 Availability of communications.
 Location of a work area.
 Identification of eating and sleeping arrangements as needed.  Procedural instructions for obtaining supplies, services, and personnel.
 Identification of operational period work shifts.
______ Inform the EOC Director and General Staff when your Section is fully operational and of the cost center assigned.
______ Start and maintain section unit log.
______ Review the responsibilities of branches/groups/units in your Section.

Develop a plan for carrying out the responsibilities.
______ Prepare work objectives for section staff and make staff assignments. ______ Meet with other EOC Section Chiefs.
______ From the Planning and Intelligence Section Chief, obtain and review significant incident reports and additional field operations information that may pertain to or affect your Section operations. Provide information to appropriate branches/units.
______ From the Logistics Section Chief, obtain and review major procurements, purchases, and contracts initiated and in progress.
_______ Based on the current and forecasted situation, determine current and future section/branch/unit needs.
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GENERAL OPERATIONAL DUTIES
______ Using a daily Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency/disaster.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation.
 Requests filled.
 EOC personnel, time on duty, and assignments.

Detailed information is essential to meet requirements for possible reimbursement by the Cal OES and FEMA.
______ Carry out responsibilities of the Finance and Administration Section branches/groups/units that must be staffed.
______ List key issues to be accomplished within the next operational period. ______ Keep current on the situation and resources associated with your Section. ______ Maintain current status and displays at all times. ______ Keep the EOC Director advised of your branch/unit status and activity and any problems that need or will require solutions
______ Provide situation and resource information periodically to the Planning and Intelligence Section and any other applicable Sections. ______ Develop operating procedure with the Information Technology Unit of the Logistics Section for the use of telephone and data. Make any priorities or special requests known.
______ Ensure your Section logs and files are maintained. ______ Monitor your Section activities and adjust section organization as needed. ______ Ensure internal coordination between branch/group/unit leaders. ______ Resolve problems that arise in conducting your section responsibilities. 650
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______ Anticipate situation changes, such as severe aftershocks (in the event of an earthquake), in all section planning. Develop a backup for all plans and procedures requiring off-site communications.
______ Conduct periodic briefings for your Section. Ensure that all organizational elements are aware of priorities.
______ Use face-to-face communication in the EOC whenever needed and thoroughly document decisions and actions.
______ Make sure all contacts with the media are coordinated through the Public Information Officer (PIO).
______ Participate in the EOC Director’s action planning meetings. ______ Plan and anticipate situations and problems before they occur. ______ Request additional resources through the Logistics or Finance and Administration Section.
______ Brief your relief at shift change time. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Authorize the use of a cost center for cost recovery tracking. ______ Ensure the payroll process continues.
______ Ensure the revenue collection process continues. ______ Collect your section personnel time records and provide copies to the Time Unit at the end of each operational period.
______ Ensure personnel and equipment time records and records of expendable materials used (including field records) are received from other Sections and submitted to the Time Unit at the end of each operational period. ______ Coordinate donations of money received.
______ Coordinate with the Cost Accounting Unit to recommend cost savings to the General Staff.
______ Meet with assisting and cooperating agency representatives as needed. ______ Provide input in the EOC Director’s action planning sessions on finance and cost analysis matters.
651
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
220 Position Checklists December 2025
______ Coordinate with the Documentation Unit to ensure that all financials are properly prepared and completed.

DEACTIVATION
______ Authorize deactivation of organizational elements within the Finance and Administration Section when they are no longer required. ______ Ensure open actions are handled by your Section or transferred to other EOC elements.
______ Ensure required forms or reports are completed before your release and departure.
______ Be prepared to provide input to the After-Action Report. ______ Deactivate the Finance and Administration Section and close out logs when authorized by the EOC Director.
______ Check out and leave a forwarding phone number where you can be reached.
652
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
221 Position Checklists December 2025

FINANCE AND ADMINISTRATION SECTION

TIME UNIT LEADER
PRIMARY: Finance Division
SUPERVISOR: Finance and Administration Section Chief

OVERALL RESPONSIBILITY
Maintain the Disaster Time Tracking System and procedures to capture and document personnel time relating to a disaster or emergency.

Track hours worked by paid personnel, volunteers, contract labor, mutual aid, and all others. Ensure daily personnel time recording documents are prepared and they comply with the agency’s time policy. Ensure time records identify scope of work and sitespecific work location for each person.

Personnel time records should be collected and processed each operational period.

Records must be verified, checked for accuracy, and posted according to policy. Excess hours worked must also be calculated. Time records must be compiled in appropriate format for cost recovery purposes.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Track, record, and report staff time for all personnel and volunteers working in the emergency or disaster.
 Establish and maintain essential data for all personnel working in the emergency or disaster.
 Ensure daily personnel time recording documents are prepared and comply with city, Cal OES, and FEMA time recording policies.
 Document timekeeping information for reimbursement from the state and federal governments.
 Prepare and maintain a cumulative time report for the emergency or disaster.  Coordinate documentation of time with other sections and city departments. 653
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
222 Position Checklists December 2025

READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211) ______ Report to the Finance and Administration Section Chief. ______ Obtain a briefing on the situation.
______ Determine your operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as the Time Unit Leader by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Activate elements of your branch/unit, establish work area, assign duties, and ensure branch/unit journal/log is started.
______ Ensure incoming branch/unit personnel are briefed. _______ Based on the current and forecasted situation determine current and future section/branch/unit needs.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation.
 Requests filled.
 EOC personnel, time on duty, and assignments.
654
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
223 Position Checklists December 2025
Detailed information is essential to meet requirements for possible reimbursement by the Cal OES and FEMA.
______ Develop a plan for your branch/unit operations and support of field. Assign specific responsibilities.
______ Keep current on the situation and resources associated with your branch/unit.
______ Maintain current status reports and displays.
______ Keep the Finance and Administration Section Chief advised of your branch/unit status and activity and any problems areas that need or will require solutions.
______ Provide periodic situation or status reports to your Section Chief for updating information to the Planning and Intelligence Section. ______ Establish operating procedure with the Information Technology Unit of the Logistics Section for the use of telephone, radio, and data systems. Make any priorities or special requests known.
______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate situation changes, such as severe aftershocks (in the event of an earthquake), in all branch/unit planning. Develop a backup for all plans and procedures requiring off-site communications.
______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Conduct periodic briefings for your branch/unit. Ensure they are aware of priorities.
______ Monitor your branch/unit activities and adjust staffing and organization to meet needs.
______ Use face-to-face communication in the EOC whenever necessary, and thoroughly document decisions and actions.
______ Refer all media contacts to your Section Chief.
______ Be prepared to provide input into the EOC Director’s/EOC Coordinator’s action planning meetings and policy decisions.
655
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
224 Position Checklists December 2025
______ Plan and anticipate situations and problems before they occur. ______ Request additional resources through the Logistics or other Finance and Administration Section.
______ Ensure your branch/unit personnel and time records are provided to your Section Chief at the end of each operational period.
______ Ensure personnel time records are obtained from all EOC sections/branches/units.
______ Brief your relief at shift-change time. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Activate and maintain a Disaster Time Keeping System and procedures to capture and document personnel time relating to the event and in coordination with other sections and departments. Inform all sections and departments of the Disaster Time Keeping System and of any Cost Center Tracking Code to be used.
_____ Coordinate time documentation, assign time codes, and identify items to tracked by the Disaster Time Tracking System.
______ Prepare state and federal documentation to recover allowable disaster personnel time.
______ Contact and assist Incident Commanders through the Operations Section to obtain their cumulative time totals for the events or disaster, daily, and as needed.
______ Provide analyses, summaries, and estimates of time for the Finance and Administration Section Chief, Director of Emergency Services, EOC Director, and City Council. The report should provide cumulative analyses, summaries, and total disaster / event related time for the city. ______ Coordinate with EOC sections and departments to collect time tracking documentation.
______ Prepare claims of damage to city property and notify and file the claims with insurers.
______ Periodically review all logs and forms produced by Unit to ensure:
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City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
225 Position Checklists December 2025
 Work is complete.
 Entries are accurate and timely.
 Work complies with City of Big Bear Lake requirements and policies. ______ Determine the need for additional staffing and order personnel as needed. ______ Determine specific requirements for the time recording function. ______ Initiate, gather, or update time records and reports from all applicable personnel assigned to the emergency and disaster for each operational period.
______ Ensure daily personnel time recording documents are accurate and prepared in compliance with city policies.
______ Ensure employee identification information is verified to be correct on the time report.
______ Ensure time reports are signed.
______ Make a notation of overtime hours.
______ Establish and maintain a file for employee time records. ______ Maintain records security.
______ Close out time documents before personnel leave their emergency assignment.
______ Keep time records for each operational period.

DEACTIVATION
______ Ensure required forms or reports are completed before 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 Unit Leader position and close out logs when authorized by the Finance and Administration Section Chief or EOC Director.
______ Check out and leave a forwarding phone number where you can be reached.
657
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
226 Position Checklists December 2025

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City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
227 Position Checklists December 2025

FINANCE AND ADMINISTRATION SECTION

COST ACCOUNTING UNIT LEADER
PRIMARY: Finance Division
SUPERVISOR: Finance and Administration Section Chief

OVERALL RESPONSIBILITY
Maintain the Disaster Accounting System and procedures to capture and document costs relating to a disaster and emergency and in coordination with other sections and departments. If the Cost Recovery Unit is activated, it should work closely with the Unit to collect and reconcile documentation that is essential to cost recovery.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Activate and maintain a Disaster Cost Accounting System.  Prepare and maintain a cumulative cost report for the event or disaster.  Coordinate documentation of costs with other sections and city departments.  Document information for reimbursement from the state and federal governments.
659
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
228 Position Checklists December 2025

READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211) ______ Report to the Finance and Administration Section Chief. ______ Obtain a briefing on the situation.
______ Determine your operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as the Cost Accounting Unit Leader by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Activate elements of your branch/unit, establish work area, assign duties, and ensure branch/unit journal/log is started.
______ Ensure incoming branch/unit personnel are briefed. _______ Based on the current and forecasted situation determine current and future section/branch/unit needs.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation
 Requests filled.
 EOC personnel, time on duty, and assignments.
660
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
229 Position Checklists December 2025
Detailed information is essential to meet requirements for possible reimbursement by the Cal OES and FEMA.
______ Develop a plan for your branch/unit operations and support of field operations. Assign specific responsibilities.
______ Keep current on the situation and resources associated with your branch/unit.
______ Maintain current status reports and displays.
______ Keep the Finance and Administration Section Chief advised of your branch/unit status and activity and any problems that need or will require solutions.
______ Provide periodic situation or status reports to your Section Chief for updating information to the Planning and Intelligence Section. ______ Establish operating procedure with the Information Technology Unit of the Logistics Section for the use of telephone, radio, and data systems. Make any priorities or special requests known.
______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate situation changes, such as severe aftershocks (in the event of an earthquake), in all branch/unit planning. Develop a backup for all plans and procedures requiring off-site communications.
______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Conduct periodic briefings for your branch/unit. Ensure they are aware of priorities.
______ Monitor your branch/unit activities and adjust staffing and organization to meet needs.
______ Use face-to-face communication in the EOC whenever necessary, and thoroughly document decisions and actions.
______ Refer all media contacts to your Section Chief.
______ Be prepared to provide input into the EOC Director’s/EOC Coordinator’s action planning meetings and policy decisions.
661
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
230 Position Checklists December 2025
______ Plan and anticipate situations and problems before they occur. ______ Request additional resources through the Logistics or Finance and Administration Section.
______ Ensure your branch/unit personnel and time records are provided to your Section Chief at the end of each operational period.
______ Ensure personnel time records are obtained from all EOC sections/branches/units.
______ Brief your relief at shift-change time. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Activate and maintain a Disaster Accounting System, Cost Center, and procedures to capture and document costs relating to the event and in coordination with other sections and departments. Inform all sections and departments which Cost Center to use.
_____ Coordinate cost documentation and determine what cost codes and items need to be tracked by the Disaster Accounting (Number) System. ______ Contact and assist Incident Commanders through the Operations Section and obtain their cumulative cost totals for the events or disaster, daily. ______ Provide analyses, summaries, and estimates of costs for the Finance and Administration Section Chief, Director of Emergency Services, EOC Director, and City Council. The report should provide cumulative analyses, summaries, and total disaster/event related expenditures for the city. ______ Coordinate with EOC sections and departments to collect all required documentation.
______ Receive and allocate payments.
______ Organize and prepare records for audit.
______ Prepare cost management recommendations.
______ Determine the need for additional staffing and order personnel as needed. ______ Coordinate with the other Units of the Finance and Administration Section.
662
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
231 Position Checklists December 2025
______ Maintain records security.
______ Close out time documents before personnel leave their emergency assignment.
______ Keep cost records for each operational period.

DEACTIVATION
______ Ensure required forms or reports are completed before 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 Cost Accounting Unit Leader position and close out logs when authorized by the Finance and Administration Section Chief or EOC Director.
______ Check out and leave a forwarding phone number where you can be reached.
663
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
232 Position Checklists December 2025

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City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
233 Position Checklists December 2025

FINANCE AND ADMINISTRATION SECTION

COMPENSATION AND CLAIMS UNIT LEADER
PRIMARY: Human Resources/Risk Management Department
SUPERVISOR: Finance and Administration Section Chief

OVERALL RESPONSIBILITY
Receive, investigate, process, and manage requests for compensation and claims against the city during an emergency or disaster.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Record, track, and document incident-related compensation and claims.  Investigate, as needed, requests for compensation and claims against the city.  Manage the processing of requests for compensation and claims.  Coordinate with insurers, third-party administrators, and legal advisors on claims against the city.
665
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
234 Position Checklists December 2025

READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (ICS Form 211) ______ Report to the Finance and Administration Section Chief. ______ Obtain a briefing on the situation.
______ Determine your operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as the Compensation and Claims Unit Leader by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Activate elements of your branch/unit, establish a work area, assign duties, and ensure branch/unit journal/log is started.
______ Ensure incoming branch/unit personnel are briefed. _______ Based on the current and forecasted situation determine current and future section/branch/unit needs.

GENERAL OPERATIONAL DUTIES
______ Using a daily Activity Log (ICS Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency/disaster.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation.
 Requests filled.
 EOC personnel, time on duty, and assignments.
666
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
235 Position Checklists December 2025
Detailed information is essential to meet requirements for possible reimbursement by the Cal OES and FEMA.
______ Develop a plan for your branch/unit operations and support of field operations. Assign specific responsibilities.
______ Keep current on the situation and resources associated with your branch/unit.
______ Maintain current status reports and displays.
______ Keep the Finance and Administration Section Chief advised of your branch/unit status and activity and any problems that need or will require solutions.
______ Provide periodic situation or status reports to your Section Chief for updating information to the Planning and Intelligence Section. ______ Establish operating procedure with the Information Technology Unit of the Logistics Section for the use of telephone, radio, and data systems. Make any priorities or special requests known.
______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate situation changes, such as severe aftershocks (in the event of an earthquake), in all branch/unit planning. Develop a backup for all plans and procedures requiring off-site communications.
______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Conduct periodic briefings for your branch/unit. Ensure they are aware of priorities.
______ Monitor your branch/unit activities and adjust staffing and organization to meet needs.
______ Use face-to-face communication in the EOC whenever necessary, and thoroughly document decisions and actions.
______ Refer all media contacts to your Section Chief.
______ Be prepared to provide input into the EOC Director’s/EOC Coordinator’s action planning meetings and policy decision.
667
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
236 Position Checklists December 2025
______ Plan and anticipate situations and problems before they occur. ______ Request additional resources through Logistics or Finance and Administration Section.
______ Ensure your branch/unit personnel and time records are provided to your Section Chief at the end of each operational period.
______ Ensure personnel time records are obtained from all EOC sections/branches/units.
______ Brief your relief at shift-change time. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Maintain a log of all injuries occurring during the disaster or emergency. ______ Develop and maintain a log of existing and potential claims. ______ Prepare claims to damage to city property and notify and file the claims with insurers.
______ Periodically review logs and forms produced by the Unit to ensure:
 Work is complete.
 Entries are accurate and timely.
 Work complies with City of Big Bear Lake requirements and policies. ______ Determine if there is a need for additional staffing and order personnel as needed.
______ Ensure Compensation-for-Injury and Claims logs and forms are complete and routed to the appropriate department for processing. ______ Ensure the investigation of accidents and claims. ______ Provide reports of injuries and coordinate with the Safety Officer to mitigate hazards.
______ Maintain records security.
______ Close out time documents before personnel leave their emergency assignment.
______ Keep compensation and claims records for each operational period. 668
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
237 Position Checklists December 2025

DEACTIVATION
______ Ensure required forms or reports are completed before 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 Unit Leader position and close out logs when authorized by the Finance and Administration Section Chief or EOC Director.
______ Check out and leave a forwarding phone number where you can be reached.
669
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
238 Position Checklists December 2025

THIS PAGE INTENTIONALLY LEFT BLANK
670
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
239 Position Checklists December 2025

FINANCE AND ADMINISTRATION SECTION

PURCHASING UNIT LEADER
PRIMARY: Finance Division
SUPERVISOR: Finance and Administration Section Chief

OVERALL RESPONSIBILITY
Coordination of all procurement of incident supplies, material, equipment, and services.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Order, receive, and keep records of all incident supplies, material, equipment, and service purchases.
 Manage all equipment rental agreements. Process all administrative paperwork associated with equipment rental and supply contracts.
 Initiate vendor contracts associated with EOC activities within purchase authority limits established by City Council, Director of Emergency Services, EOC Director, or Finance and Administration Section.
671
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
240 Position Checklists December 2025

READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211) ______ Report to the Finance and Administration Section Chief. ______ Obtain a briefing on the situation.
______ Determine your operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as the Purchasing Unit Leader by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Activate elements of your unit, establish the work area, assign duties, and ensure unit journal/log is started.
______ Determine 24-hour staffing requirements and request additional support as required.
______ Ensure incoming unit personnel are briefed.
_______ Based on the current and forecasted situation determine current and future section/branch/unit needs.

GENERAL OPERATIONAL DUTIES
______ Using Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency/disaster.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation.
672
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
241 Position Checklists December 2025
 Requests filled.
 EOC personnel, time on duty, and assignments.

Detailed information is essential to meet requirements for possible reimbursement by Cal OES and FEMA.
______ Develop a plan for your unit operations and support field operations. Assign specific responsibilities.
______ Keep current on the situation and resources associated with your Unit. ______ Maintain current status reports and displays.
______ Keep the Logistics Section Chief advised of your unit status and activity and any problems that need or will require solutions.
______ Provide periodic situation or status reports to your Section Chief for updating information to the Planning and Intelligence Section. ______ Establish operating procedures with the Information Technology Unit for telephone, radio, and data systems. Make any priorities or special requests known.
______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate potential situation changes, such as severe aftershocks (in the event of an earthquake), in all unit planning. Develop a backup for all plans and procedures requiring off-site communications.
______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Conduct periodic briefings for your unit. Ensure they are aware of priorities. ______ Monitor your unit activities and adjust staffing and organization to meet needs.
______ Use face-to-face communication in the EOC whenever possible and thoroughly document decisions and actions.
______ Refer all media contacts to your Section Chief.
______ Be prepared to participate in the EOC Director’s/EOC Coordinator’s action planning meetings and policy decisions.
______ Plan and anticipate situations and problems before they occur. 673
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
242 Position Checklists December 2025
______ Request additional resources through the Logistics or Finance and Administration Section.
______ Ensure your unit personnel and time records are provided to your Section Chief at the end of each operational period.
______ Brief your relief at shift change. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Review and prepare EOC purchasing procedures.
______ Contact appropriate branch/group/unit leaders about their needs and any special procurement procedures.
______ In coordination with the Logistics Section-Supply Unit, order, receive, and issue disaster-related equipment, supplies, and resources, with detailed tracking and receiving logs, including timetables.
______ Prepare, sign, and manage all contracts and rental agreements. ______ Interpret contracts/agreements and resolve claims or disputes. ______ Coordinate with the Compensation and Claims Unit on procedures for handling claims.
______ Identify to the Logistics Section Chief any significant resource request(s) that cannot be met through local procurement. Suggest alternative methods to solve the problem.
______ Ensure a system is in place which meets city’s property management and control requirements. Ensure proper accounting for all newly purchased property.
______ Complete final processing and send documents for payment. ______ Direct the collection, organization, and display status of incident resources to include allocation, deployment, and staging areas.
______ Provide an authentication system in case of conflicting resource status reports.
674
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
243 Position Checklists December 2025

DEACTIVATION
______ Ensure required forms or reports are completed before 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 Supply and Procurement Unit Leader position and close out logs when authorized by the Logistics Section Chief or EOC Director. ______ Check out and leave a forwarding phone number where you can be reached.
675
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
244 Position Checklists December 2025

THIS PAGE INTENTIONALLY LEFT BLANK
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City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
245 Position Checklists December 2025

FINANCE AND ADMINISTRATION SECTION

COST RECOVERY UNIT LEADER
PRIMARY: Finance Division
SUPERVISOR: Finance and Administration Section Chief

OVERALL RESPONSIBILITY
The EOC Cost Recovery Unit is responsible for collecting data required for submission to CalOES, FEMA, and other entities providing post-disaster public assistance funds.

DESCRIPTION OF POSITION RESPONSIBILITIES
 Track, record, and document information for reimbursement from the state and federal governments.
 Prepare all required state and federal documentation as necessary to recover all allowable disaster costs.
 Coordinate documentation of costs with other sections and departments.  Ensure that all EOC functions and all departments are recording work activities, expenses, damages, and are in compliance with specific city, Cal OES, and FEMA disaster cost accounting policies and procedures.
 Document information for reimbursement from the state and federal governments.
 Access and monitor the Disaster Accounting System.
 Ensure that the city receives all emergency assistance and disaster recovery costs for which it is eligible.
 Coordinate documentation of costs with other sections and city departments.  Coordinate cost recovery with disaster assistance agencies. 677
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
246 Position Checklists December 2025

READ ENTIRE CHECKLIST AT STARTUP

AND AT BEGINNING OF EACH SHIFT

CHECKLIST ACTIONS

STARTUP ACTIONS
______ Check in upon arrival at the EOC. (EOC Form 211) ______ Report to the Finance and Administration Section Chief. ______ Obtain a briefing on the situation.
______ Determine your operating location and set up, as necessary. ______ Review your position responsibilities.
______ Identify yourself as the Cost Recovery Unit Leader by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment.
______ Clarify any issues regarding your authority and assignment and what others in the organization do.
______ Activate elements of your unit, establish the work area, assign duties, and ensure unit journal/log is started.
______ Determine 24-hour staffing requirements and request additional support as required.
______ Ensure incoming unit personnel are briefed.
_______ Based on the current and forecasted situation determine current and future section/branch/unit needs.

GENERAL OPERATIONAL DUTIES
______ Using Activity Log (EOC Form 214), maintain all required records and documentation to support the After-Action Report and the history of the emergency/disaster.

Document:
 Messages received.
 Action taken.
 Decision justification and documentation.
678
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
247 Position Checklists December 2025
 Requests filled.
 EOC personnel, time on duty, and assignments.

Detailed information is essential to meet requirements for possible reimbursement by Cal OES and FEMA.
______ Develop a plan for your unit operations and support field operations. Assign specific responsibilities.
______ Keep current on the situation and resources associated with your Unit. ______ Maintain current status reports and displays.
______ Keep the Logistics Section Chief advised of your unit status and activity and any problems that need or will require solutions.
______ Provide periodic situation or status reports to your Section Chief for updating information to the Planning and Intelligence Section. ______ Establish operating procedures with the Information Technology Unit for telephone, radio, and data systems. Make any priorities or special requests known.
______ Review situation reports as they are received. Verify information where questions exist.
______ Anticipate potential situation changes, such as severe aftershocks (in the event of an earthquake), in all unit planning. Develop a backup for all plans and procedures requiring off-site communications.
______ Determine and anticipate your support needs and forward them to your Section Chief.
______ Conduct periodic briefings for your unit. Ensure they are aware of priorities. ______ Monitor your unit activities and adjust staffing and organization to meet needs.
______ Use face-to-face communication in the EOC whenever possible and thoroughly document decisions and actions.
______ Refer all media contacts to your Section Chief.
______ Be prepared to participate in the EOC Director’s/EOC Coordinator’s action planning meetings and policy decisions.
______ Plan and anticipate situations and problems before they occur. 679
City of Big Bear Lake
Emergency Operations Plan (EOP) Part 2
248 Position Checklists December 2025
______ Request additional resources through the Logistics or Finance and Administration Section.
______ Ensure your unit personnel and time records are provided to your Section Chief at the end of each operational period.
______ Brief your relief at shift change. Ensure in-progress activities are identified and follow-up requirements are discussed.

POSITION OPERATIONAL DUTIES
______ Access and monitor the Disaster Accounting System Cost Center and procedures to capture and document costs relating to the event, in coordination with other sections and departments. Inform all sections and departments that the Cost Center is to be used.
_____ Coordinate cost documentation and make decisions on cost codes and items to be tracked by any Disaster Accounting (Number) System that has been established.
______ Act as liaison with the disaster assistance agencies and coordinate the recovery of costs as allowed by law.
______ Prepare all required state and federal documentation as necessary to recover all allowable disaster costs.
______ Ensure that each section is documenting cost recovery information from the onset of the event or disaster; collect required cost recovery documentation daily at the end of each shift.
______ Coordinate with the Cost Accounting Unit, Compensation and Claims Unit, Time Unit, and Documentation Unit on collecting and reconciling recoverable expenses and documentation.
______ Work with EOC sections and appropriate departments to collect all required documentation.
______ Determine if there is a need for additional staffing and order personnel as needed.
______ Ensure that all records identify scope of work and site-specific work location.
______ Keep records on each operational period.
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DEACTIVATION
______ Ensure required forms or reports are completed before 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 Supply and Procurement Unit Leader position and close out logs when authorized by the Logistics Section Chief or EOC Director. ______ Check out and leave a forwarding phone number where you can be reached.
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ATTACHMENTS

1. EOC Forms

2. External Service Providers

3. Cooperating and Assisting Agency Phone List
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EOC FORMS

1. EOC 213 General Message Form

2. EOC 214 Activity Log

3. EOC Action Plan
a. Provided as supplemental document and not attached to this plan. 685
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EXTERNAL SERVICE PROVIDERS

ORGANIZATION SERVICE PROVIDED
Bear Valley Community Hospital
41870 Garstin Drive
Big Bear, CA 92315
Hospital/Emergency Department
Big Bear Area Regional Wastewater Agency Wastewater Treatment Big Bear City Community Services District Water Service Big Bear Fire Authority Fire and Rescue
Big Bear Municipal Water District Lake Management
Big Bear Unified School District Schools
Big Bear Valley Electric Service Electric Service
Big Bear Valley Recreation and Parks District Parks and Recreation California Highway Patrol
CHP, Arrowhead Area
31230 Highway 18/P.O. Box 997
Running Springs, CA 92382
Law Enforcement
Mountain Transit Public Transportation
San Bernardino County Fire Protection
District
Headquarters
157 West 5th Street, 2nd Floor
San Bernardino, CA 92415-0451
Fire and Rescue
San Bernardino County Department of
Public Health
Headquarters
351 North Mountain View Avenue
San Bernardino, CA 92415
Public Health
San Bernardino County Sheriff’s Department
Big Bear Lake Patrol Station
477 Summit Boulevard
Big Bear, CA 92315
Contracted Law Enforcement
San Bernardino County Office of Emergency
Services
1743 Miro Way
Rialto, CA 92376
Emergency Management
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COOPERATING AND ASSISTING AGENCY PHONES

ORGANIZATION PHONE
American Red Cross
San Bernardino County Chapter
442-286-0079 Victorville/High Desert
909-888-1481 Rancho Cucamonga
Bear Valley Community Hospital 909-866-6501
Big Bear Area Regional Wastewater Agency 909-584-4018
Big Bear City Community Services District 909-585-2565
Big Bear Fire Authority 909-866-7566
Big Bear Municipal Water District 909-866-5796
Big Bear Unified School District 909-866-4631
Big Bear Valley Electric Service 800-808-2837
Big Bear Valley Recreation and Parks District 909-866-9700 California Highway Patrol
Arrowhead Area Station
909-867-2791
Mountain Transit 909-878-5200
San Bernardino County Fire Protection
District
Headquarters
909-387-5974
San Bernardino County Department of
Public Health
Headquarters
800-722-4777
San Bernardino County Sheriff’s Department
Big Bear Lake Patrol Station
909-866-0100
San Bernardino County Office of Emergency
Services
909-356-3998
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CITY OF BIG BEAR LAKE
CITY MANAGER’S OFFICE
39707 BIG BEAR BOULEVARD
BIG BEAR LAKE, CA 92315
(909) 866-5831
692

MEETING
DATE: December 10, 2025
TO: Honorable Mayor and Members of the City Council
THROUGH: Erik Sund, City Manager
FROM: Erica Stephenson, City Clerk
SUBJECT: Annual Councilmember Reorganization and Board, Agency, and Committee Appointment Discussion

BACKGROUND & DISCUSSION
The “City Council Policy, Procedures, and Rules of Order Manual” (“Manual”) was recently revised by the City Council and the updated version was adopted on April 9, 2025. This Manual was established to provide the City Council documented procedures and practices to assist in guiding them through their governmental actions and conduct. Chapter 2 of the Manual documents the topic of Council Election and Governance. This section is currently applicable as we quickly approach the end of 2025 and the City Council considers their annual reorganization appointments.

This chapter of the Manual provides the following direction:
“The Mayor and Mayor Pro Tem will be appointed by a majority vote of the entire membership of the City Council. The City Council shall appoint the Mayor and Mayor Pro Tem for one-year terms at the first regular meeting in December of every year….”.

Per the Manual’s further direction:
“…the Council and the Council-elect (in even numbered years) will be invited to participate in a regularly scheduled or special meeting in December to provide each Councilmember and/or Councilmember-elect the opportunity to express their interest in becoming the Mayor or Mayor Pro Tem and/or in participating in various committees and agencies.”.

This section has been included in the Manual to ensure the City Council will be provided a chance to publicly engage in a discussion related to the upcoming Mayor and Mayor Pro Tem positions, prior to the official ceremonial appointment process being conducted. This also serves as an opportunity for each Councilmember to express their interest in serving on various boards, committees and agencies in the upcoming year. To aid in this discussion, staff has attached a copy of the “2025 Mayor/City Council Local, Intergovernmental & Regional Representation List” as a reference to the City Council as they consider their 2026 appointment requests.

Item 3.2
693

FISCAL IMPACT
There is no fiscal impact associated with this item.

ENVIRONMENTAL CONSIDERATIONS
None requiring review under the California Environmental Quality Act.

CONSIDERATION OF STRATEGIC PRIORITIES
This item aligns with the City Council’s Strategic Priority Goal No. 5, to “Enhance community engagement and local advocacy strategies, while bolstering partnerships with residents, businesses and regional partners.”

RECOMMENDED ACTION
It is recommended that each member of the City Council discuss their interest in serving as the Mayor or Mayor Pro Tem and in participating on various Boards, Agencies, and Committees in the upcoming 2026 calendar year.

ATTACHMENT

1. 2025 Mayor/City Council Local, Intergovernmental & Regional Representation List 694

CITY OF BIG BEAR LAKE
2025 MAYOR/CITY COUNCIL LOCAL, INTERGOVERNMENTAL &

REGIONAL REPRESENTATION LIST
Approved 1-21-2025
Traditionally, after the annual reorganization, the newly appointed Mayor assigns Councilmembers to serve on various committees and regional organizations.

COMMITTEE DELEGATE/ALTERNATE MEETING

DATE/LOCATION COMPENSATION
California Joint Powers
Insurance Authority
Kendi Segovia
Charles Hicks, Jr. (Alternate)
Annual Meeting

TBD N/A
Big Bear Area
Regional Wastewater
Agency (BBARWA)
Rick Herrick
Kendi Segovia
4th Wednesday
5 p.m.

BBARWA Administrative
Office
$150/each
approved day
of service
stipend
Big Bear Lake Fire
Authority
All Councilmembers serve
on this Board. Chair and
Chairman are appointed
annually by the Board.

Typically these meetings
are held bimonthly.
$130/per meeting
stipend
(maximum of 4 meetings
per month)
Big Bear Lake Fire
Protection District
All Councilmembers serve
on this Board.

Rick Herrick – Chair
Charles Hicks, Jr. – Vice Chair
Typically these meetings
are held 4 times a year.
$100/per
meeting stipend
Big Bear Lake
Successor Agency
Charles Hicks, Jr. – Chair
Randall Putz – Vice Chair As Needed N/A
League of California
Cities – Desert
Mountain Division
(Any Councilmember can attend
General Membership meetings;
voting delegate required at
applicable meetings)
LCC Policy Committee
(Appointed by the LCC’S Division,
Department, Caucus, or
Presidential Appointment)
Randall Putz
(General Membership
Delegate)
Perri Melnick
(General Membership
Alternate)
Randall Putz LCC Policy Committee
Friday/Bi-Monthly-varies-as
needed – locations vary
10:00 a.m.

Meet 3 times per year;
locations vary
N/A
N/A
Item 3.2
Attachment 1
695

COMMITTEE DELEGATE/ALTERNATE MEETING

DATE/LOCATION COMPENSATION
Mojave Desert
Mountain Integrated
Waste Joint Powers
Authority
Kendi Segovia
Charles Hicks, Jr.
(Alternate)
Quarterly
Victorville, CA
$75/per meeting
stipend (mileage
reimbursement may
apply)
Mountain Transit Kendi Segovia
Perri Melnick
3rd Wednesday
10:30 a.m.

Locations Vary
$60/ per
meeting
stipend
Nay Foundation Rick Herrick Quarterly/As Needed N/A
San Bernardino County
Transportation
Authority (SBCTA)
Rick Herrick
Randall Putz (Alternate)
Board of Directors Meeting
1st Wednesday
10 a.m.
(committees are appointed by the
President, Executive Director or
by the Board)
General Policy Committee
2nd Wednesday
9 a.m.

Mountain/Desert Committee
3rd Friday
9:30 a.m.
$200/per Board
Meeting stipend
$100/per
Committee
Meeting stipend
$100/per
Committee
Meeting stipend
(mileage
reimbursement may
apply)
San Bernardino County
Solid Waste Advisory
Task Force (SWAT)
Kendi Segovia
Charles Hicks, Jr.
(Alternate)
April/October
San Bernardino, CA N/A
Southern California
Association of
Governments (SCAG)
(SCAG Regional Council and Policy
Committees are made through
SBCOG – San Bernardino County
Council of Governments)
Randall Putz
Regional Council
1st Thursday
12:30 p.m.

Energy&Environment
Committee
1st Thursday
9:30 a.m.
$120/stipend for
both meetings as
they fall on the
same day
Or
$60/per meeting
stipend
696
COUNCIL AD HOC COMMITTEES (Appointed by the Mayor)

COMMITTEE COUNCILMEMBERS MEETING DATE/LOCATION COMPENSATION Audit Committee Randall Putz
Kendi Segovia As Needed N/A
FY Budget Committee Perri Melnick
Kendi Segovia As Needed N/A
Leisure Bear Mobile Home
Park Ad Hoc Committee
Rick Herrick
Kendi Segovia As Needed N/A
697

MONTHLY & MISCELLANEOUS

REPORTS
698

AGENDA REPORT

Service, Quality, Community

DATE: November 25, 2025
TO: Board of Commissioners
FROM: Reginald A. Lamson, General Manager
RE: General Manager’s Report
Capital Projects:

Garstin Water Operations Facilities:

On March 14, 2025, DWP received, reviewed, and signed the Letter of Intent to Meet Conditions and the Request for Obligation of funds. The proposed loan terms are $15.4 million, at 3.25% for 40-years. Interim financing will be required for this project. The estimated interest rate for interim financing is 3.25%. Interim financing will be in place until construction is completed, which is estimated to take about 24-months. Once completed, the USDA loan will close and the interest rate will be 3.25% or lower, if interest rates go down between now and then. USDA personnel returned from furlough, after the Federal Government Shutdown ended on November 13, 2025.

USDA is reviewing the contract documents and will authorize DWP to issue Notice to Proceed, soon.

Facility Builders & Erectors have signed the contract documents and provided the Bonds and Insurance documents. Staff is waiting for authorization from USDA to issue Notice to Proceed, so the contractor can move in and begin construction.

DWP staff has replaced certain sections of mainline on the Garstin site in anticipation of constructing the new facilities. These facilities were connected to the water system on June 3, 2025. Since September 25, 2025, DWP staff has completed significant work to prepare the Garstin site for construction of the new facilities. The onsite hydrant has been relocated and will be used for construction water. A 300-foot long, temporary water service has been constructed to the existing warehouse. The warehouse and the yard have been completely reorganized, and all obsolete materials have been disposed of. The three storage trailers have been disposed of. A temporary parking lot has been constructed (using the City’s asphalt pavement grindings) adjacent to the warehouse. The city provided a roller and operators to compact the asphalt grindings.

Temporary power conduit has been constructed to the construction trailer location.

Grants Update: (No Change)
EPA Grant:

On October 6, 2025, staff submitted two EPA Grant applications. One application for a Comprehensive SCADA Master Plan, implementation of recommended improvements, and site 699
General Manager’s Report
November 25, 2025

Page 2 of 3 ends

security enhancements via installation of cameras at all facilities. DWP staff would solicit professional services for the preparation of SCADA Master Plan. The SCADA Master Plan and Implementation program will include:
(1) Assessment of:
• DWP’s current SCADA infrastructure, including all hardware and software. • The current monitoring and operational methods employed by DWP staff. • Backup power for SCADA equipment.
• Cybersecurity risk, requirements, and protocols.
(2) Development of:
• Comprehensive Instrumentation and Control Plan with recommendations for upgrades and enhancements to hardware, software, and communication protocols. • Standard Operating Procedures (SOP) document(s) to be used by staff for development, integration, and maintenance of SCADA assets.
• Disaster recovery plan.
(3) Coordination of:
• SCADA integration with DWP’s long-time SCADA integrator or a new vendor depending on the outcome of the plan.
• Staff training on SCADA SOPs.

After completion of the SCADA Master Plan, staff will work with a SCADA integrator to complete the recommended improvements and implementation of any modernized equipment and/or communication methods. During and after this implementation phase, DWP staff will be trained on SOPs, change management, and hardware and software. This Master Plan will also include the installation of backup power for all SCADA equipment. This includes the installation of 24vdc solar power and battery backup systems for all DWP sites which utilize SCADA. The final component of the project will be Site Security Enhancements. This includes the installation of cameras at all sites, to allow for remote monitoring and bolster physical security at all sites. Project costs are estimated to be $1,466,000. This is based on quotations from previous requests for SCADA upgrades from DWP’s SCADA integrator. This also assumes that the cost to prepare the SCADA Master Plan will be approximately 5% of the cost of upgrades. DWP’s current SCADA is dated, and within the next five years or so, much of the equipment and communication protocols are expected to become obsolete. Newer and more reliable technology will greatly increase DWP staff’s monitoring throughout the system. Furthermore, increased education and training will allow staff to better understand the operation of the SCADA infrastructure and become better equipped to diagnose and resolve issues.

The other application included the Emergency Generator Fleet Replacement Program. DWP’s current oldest emergency generators in the fleet are over 30 years old, and there is concern about the reliability of the generators due to aging mechanical and electrical components, as well as exposure to extreme weather (snow/ice). The Replacement Program proposes to replace all four (4) generators in the current fleet with four 120kW generators, as well as the procurement of one (1) 336kW generator that will be positioned at the Division Solar Field. The proposed Replacement Program is much in line with the DWP’s current Capital Machinery and Equipment Plan (CME), as well as the Backup Electrical Generation Contingency Plan that was prepared by staff in March 2025.

The Replacement Program proposes one additional 120kW generator beyond what is currently identified in the CME. This is to increase operational flexibility during a long-term power outage.

The Bear Valley is subject to frequent, sometimes extended power outages. Deployment of emergency generators throughout the system during an extended outage, as well as the ability to 700
General Manager’s Report
November 25, 2025

Page 3 of 3 ends

power all Division Wells at once using a single generator, will ensure that customers receive the highest level of service possible. This program includes the required electrical improvements at the Division Solar Field to allow for the 336kW generator to power all sites. This also includes the modification of the Conklin Booster station to be able to receive backup generator power; the Conklin Booster Station serves as an important backup to the Knickerbocker Booster Station, which provides constant pressure to a couple hundred homes in the Town Zone. The estimated total cost of the proposed Replacement Program is $788,000.

DWP’s match for the SCADA Master Plan and Implementation Project would be funded through DWP’s Capital Improvement Program (CIP) Budget from future water revenues estimated to be $366,500. For the Emergency Generator Fleet Replacement Program, DWP’s 25% match would be funded through DWP’s Capital Machinery and Equipment Plan from future water revenues estimated to be $191,000 if awarded.

DWP staff submitted our FY 2026 Community Project Funding request to Jay Obernolte’s office on April 10, 2025. On July 1, staff was made aware that the Garstin Water Operations Facilities Project was included in the funding request for $1,500,000 for Fiscal Year 2026.

Technical Review Team (TRT) Committee: (No Change)
On June 12, 2025, the Technical Review Team Committee met to review and discuss the Bear Valley Basin water resources. The TRT Committee consisted of CSD and DWP Board Members John Russo, Bob Tarras, and Joe Cylwik, CSD and DWP General Managers Glenn Jacklin and Reggie Lamson, CSD and DWP Water Superintendents Jerry Griffith and Jason Hall, DWP Chief Financial Officer Nathan Statham, DWP Production Supervisor Ben Berge, DWP Water Conservation & Communications Supervisor, Bennett Rossell, DWP District Engineer, Daniel Baguyo and Tom Harder, Hydrogeologist with Thomas Harder & Co. Ground Water Consulting.

The TRT Committee reviewed and discussed well water hydrographs, groundwater production history, and annual precipitation records. The theme of the review was that the Bear Valley Basin groundwater levels are stable, and the slant wells and spring boxes are running well throughout the Valley.

The Committee recommended continuing with existing water conservation practices and enforcing no outdoor watering during the July 4th weekend.
701
Department of Water, City of Big Bear Lake
41972 Garstin Drive, P.O. Box 1929 · Big Bear Lake, CA 92315-1929 · Phone 909/866-5050 · Fax 909/866-3184 · www.BBLDWP.com This institution is an equal opportunity provider and employer.

DEPARTMENT OF WATER
Service, Quality, Community
DATE: November 25, 2025
TO: Erik Sund, City Manager
FROM: Reginald A. Lamson, DWP General Manager
RE: DWP Monthly Update – October 2025

SERVICE DELIVERY
Water services that were provided October 1, 2025 to October 31, 2025:
16,042 Connections provided with water service
324 Field service calls completed
3 Main leaks repaired
12 Main leaks year-to-date 2025 8 Main leaks year-to-date 2024 7 Service leaks repaired
56 Service leaks year-to-date 2025 49 Service leaks year-to-date 2024

47.27 Million gallons produced by wells
$1,000,432 Processed in billings
8,785 Accounts processed in billings
5,312 Number of customers on E-bill
161 New Accounts (including tenant turnover)

2.675 Equivalent Dwelling Units (EDU) added to the water system $1,079,955 Total Gross receipts processed
BOARD MEETINGS:

The following was approved by the Board of Water and Power Commissioners at a Regular Board Meeting on October 28, 2025:
• The Board adopted Resolution No. DWP 2025-10 to receive and file the 2025 Development Impact Fee Annual Report. • The Board authorized the purchase of a replacement Ford F150, not to exceed $56,000. • The Board awarded an On-Call Agreement to Verdantas, Inc. for Geotechnical/Special Inspection and Materials Testing Services for the Garstin Water Operations Facility Project.
• The Board approved Amendment No. 10 to WSC CIP Agreement for the Wolf Pipeline, Reservoir and Booster Station Project. • The Board approved Resolution No. DWP 2025-11 declaring intent to reimburse expenses from loan proceeds for the Garstin Water Operations Facility Project.
702
Visit Big Bear Monthly Report October 2025
The Visit Big Bear Board of Directors held its regular monthly meeting on October 30, 2025, at the Big Bear Visitors Center and via Zoom. President Loren Hafen called the meeting to order at 8:00 a.m. and led the Pledge of Allegiance. Board members in attendance included Christie Brewster, Nick Cargill, Frank Caruso, Loren Hafen, Nick Lanza, and Clayton Shoemaker. One member, Danielle Goldsmith, was absent. Visit Big Bear staff and members of the public were also present both in person and online.

During public comment, Evan Engle from the Big Bear Chamber of Commerce provided an update on the Chamber’s growing collaboration with Visit Big Bear staff. He noted the partnership has been especially effective leading into the upcoming Wild Lights event, which is expected to boost winter season revenue. He also expressed enthusiasm for the Cal Poly guest experience program and an upcoming business education initiative.

Board Actions
Meeting Minutes – September 18, 2025
The Board approved the meeting minutes from the September 18, 2025 meeting.

Annual Audit – FY 2025–2026
The Board reviewed and accepted the results of the annual financial audit for Fiscal Year 2025– 2026.

First Foundation Loan – Building Payoff and Credit Access The Board directed the CEO and Treasurer to transfer funds from reserves and fully pay off the commercial property loan with First Foundation by December 1, 2025, in accordance with the existing loan agreement. The Board also directed the CEO to initiate the process of securing a line of credit for future financial flexibility.

Cal Poly Guest Experience Program
The Board approved continued participation in the Cal Poly Experience Industry Management (EIM) customer service collaboration for 2026–2027, with the stipulation that the program must confer a Cal Poly–issued credential or certificate for participating businesses.

Informational Updates
Topline Analytics
• Facebook: Engagement up ~49% over 28 days, driven by a mix of paid ads and seasonal organic content (Indigenous Peoples Day, Halloween, fall foliage). 703
• Instagram: Organic reach up; paid reach down 26.5%. Total views in September exceeded 808K, primarily from user-generated content like "Girls’ Weekend" and local fall imagery.
• TikTok: Continued steady growth; top-performing scenic drone videos reached 1.2M and 315K views, with overall engagement up 30% month-over-month.

Web & Digital
• Events landing pages showed strong performance; however, the "Things to Do" page saw a slight decline, attributed to a wildfire-related spike in 2024 and new AI-generated "answer box" search behavior.
• Oktoberfest was the most-visited landing page in September. • Sessions were down overall, but engagement and revenue per session increased, even after a $1M cut in paid media budget.

SEO/SEM Strategy
• The marketing team is shifting toward longtail and non-brand keywords (e.g., “mountain getaways near me”) to attract new audiences.
• Planned content strategies include reviving carousel-style posts and boosting Sunday content for broader reach.

Public Relations
• A regional PR campaign for "Wild Lights at the Alpine Zoo" launched with a feature in TimeOut LA, with more regional coverage underway to drive pre-winter visitation. • Fall-themed storytelling and earned media have shown high return on investment, with engagement and revenue per visit up year-over-year despite overall lower traffic. • Benchmarking data shows Big Bear lodging and visitor metrics outperformed state averages.

Events & Marketing Highlights
• Lowrider Car Show was hosted at the Visitor Center.
• Halloween in the Village occurred on October 31.
• Wild Lights at the Alpine Zoo launches November 5 and runs Wednesday–Sunday through January.
• Hospitality Summit co-hosted with the Chamber is scheduled for November 12 (Zoom 1–3 PM, in-person mixer to follow).
• Restaurant Week will return in March 2026, with expanded collaborations and event extensions.
704
Winter Preparedness: “Roads to Big Bear” Campaign
A cross-agency effort between Visit Big Bear, Caltrans, CHP, and the City of Big Bear Lake is launching to manage communications during the Highway 38 closure. Key components include:
• Live visitor-facing traffic maps and route-time dashboards • QR code signage and dine-in incentives (e.g., $50 Lucerne route promotions) • Coordination with lodging partners and mountain operators to promote early arrivals and longer stays
Upcoming Meetings
• Marketing & Events Committee: November 19, 2025 at 8:00 a.m. • Board of Directors: November 20, 2025 at 8:00 a.m.

The meeting adjourned at 9:42AM
705

November 2025 Vacation Rental Compliance Report Summary November 2025 Summary of Service Calls Number % Of Total Vacation Rental Advertising/Renting without a License 1 4% Vacation Rental Noise/Party 8 29%
Vacation Rental Excess Parking/Parking in Street or Yard 4 14% Vacation Rental Indoor/Outdoor Activity After 10PM 1 4% Vacation Rental No Exterior Sign 0 0%
Vacation Rental Trash Stored on Property 4 14%
Vacation Rental Over Occupancy 4 14%
Vacation Rental Fire Burning in Backyard 0 0%
Vacation Rental Barking Dog 5 18%
Miscellaneous Issues 0 0%
Residential Parking Standards 0 0%
Construction 0 0%
Trash Cans Left on Property 1 4%
Total Amount of Service Calls 28 100%
November 2025 Call Summary
Resident Initiated Service Calls 27
City Initiated Service Calls 1
Total Amount of Service Calls 28
November 2025 Disposition of Service Calls Number % Of Total No Violation Observed by Officer/No Issue 15 53%
Issued Verbal Warning 9 32%
Issued Written Warning 0 0%
Issued Citation 1 4%
Issues Resolved Without Warning 1 4%
Out of Jurisdiction 0 0%
Issued NOV 1 4%
Referred to Outside Agency 0 0%
No Disposition To Date 1 4%
Issued Informational Door Hangar 0 0%
Total Vacation Rental Service Calls 28 100%
November 2025 Citation Recipients Number % Of Total
Owner 0 0%
Guest 1 100%
Agent 0 0%
Total Citations 1 100%
Total Citation Fines & Penalties $1,000
706

29%
14%
4% 4% 4%
14%
14%
18%
Vacation Rental Amplified
Music/Party
Vacation Rental No
Exterior Sign
Vacation Rental Excess
Vehicles/Parking in Street
or Yard
Miscellaneous
Trash Can Left Out/Trash
on Property
Vacation Rental
Advertising/Renting
Without a License
Residential Parking
Standards
Construction
Vacation Rental Trash
Stored at Vacant Property
Vacation Rental Over
Occupancy
Vacation Rental Fire
Burning
Vacation Rental Barking
Dog
Percentage of Service Calls
707
53%
32%
4% 4% 4%
0%
No Violation
Observed by
Officer/No
Issue
Issued Verbal
Warning
Issued Citation Issued Notice
of Violation
Issues Resolved
Without
Warning
Issued Written
Warning
Referred to
outside agency
Outside
Jurisdiction
Disposition of Service Calls
1 0% 0%
27 1 1

RESIDENT INITIATED SERVICE CALLS CITY INITIATED SERVICE CALLS CITATIONS ISSUED Call Summary
708

Big Bear Lake City CouncilDecember 10, 2025

Big Bear Lake City Council
December 10, 2025