CITY OF CHINO
Emergency Operations Plan
Part I – Base Plan
2026
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RESOLUTION
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LETTER OF PROMULGATION
September 15, 2026:
To: OFFICIALS, EMPLOYEES, AND CITIZENS OF CHINO
The safety and well -being of our community are among the highest responsibilities of local government. The City of Chino’s Emergency Operations Plan establishes the framework t hrough which we prepare for, respond to, recover from, and mitigate the impacts of emergencies and disasters.
This Emergency Operations Plan formalizes the City’s emergency management structure, policies, and procedures in alignment with the California Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and the Incident Command System (ICS). It integrates the efforts of City departments, regional partners, and community stakeholders into a coordinated and scalable response system.
Emergencies can occur without warning and may require immediate, decisive, and unified action.
This plan ensures that City leadership, staff, and partner agencies are prepared to protect life, safeguard property, preserve t he environment, and maintain continuity of government services under all hazards.
All City departments and employees are required to familiarize themselves with the provisions of this Plan and to fulfill their assigned roles and responsibilities to safegua rd the community .
Continued training, exercises, and periodic updates to this Plan are essential to maintaining readiness and strengthening community resilience.
On behalf of the Chino City Council, I affirm our full support of this Emergency Operations Plan and the coordinated emergency management efforts it represents. Together, we remain committed to preparedness, partnership, and public safety.
Eunice M. Ulloa, Mayor
City of Chino
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APPROVAL AND IMPLEMENTATION
This Emergency Operations Plan (EOP) addresses the City of Chino’s planned response to extraordinary emergency situations associated with natural disasters, technological incidents, and national security emergencies. The plan does not address normal day -to-day emergencies, or the well-established and routine procedures used in coping with such emergencies. Instead, the operational concepts reflected in this plan focus on potential large -scale disasters which can generate unique situations, requiring unusual emergency responses. This plan is f lexible enough to use in all emergencies and will facilitate the City of Chino’s response and short -term recovery activities.
This plan is a preparedness document designed to be read, understood, and exercised prior to an emergency. It is consistent with the requirements of the California Standardized Emergency Management System (SEMS) as defined in Government Code Section 8607 (a) and the National Incident Management System (NIMS) as defined by Presidential Executive Orders for managing response to multi-agency and multi-jurisdictional emergencies.
Each element of the emergency management organization is responsible for assuring the preparation and maintenance of appropriate and current Standard Operating Procedures (SOPs)/Emergency Operating Procedures (EOPs), policies, instructions, resource lists and checklists that detail how assigned responsibilities are performed to support SEMS/NIMS implementation and to ensure successful response during a major disaster . Such SOPs/EOPs should include the specific emergency authorities that designated officials and their successors can assume during emergency situations. This plan meets the requirements of NIMS for the purposes of emergency management.
The Director of Emergency Services is responsible for developing, maintaining, and updating the City of Chino Emergency Operations Plan . The Director of Emergency Services is authorized to administer the emergency services organization and EOP requirements and activities with the departments that comprise the emergency services organization, as shall b e necessary for the development and maintenance of a current, approved emergency plan. 1 1 https://library.municode.com/ca/chino/codes/code_of_ordinances?nodeId=TIT2ADPE_CH2.48EMSE_2.48.070EMPL CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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PLAN CONCURRENCE
The following list of signatures documents each department’s concurrence with this Emergency Operations Plan. The City of Chino Emergency Operations Plan (EOP) is a living document designed for flexible use in reference and guidance. As needed, revisions will be submitted to the Emergency Services Coordinator of the Police Department.
Having reviewed the forgoing City of Chino Emergency Operations Plan and approved same, I hereto set my signature:
Dr. Linda Reich
City Manager
Jackie Melendez
Assistant City Manager
Kevin Mensen
Chief of Police
Terry Doyle
Director of Human Resources/Risk
Management
Kim Sao
Director of Finance
Swati Meshram
Director of Development Services
Silvia Avalos
Director of Community Services, Parks &
Recreation
Natalie Gonzaga
City Clerk
Hye Jin Lee
Director of Public Works
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RECORD OF CHANGES
The Emergency Services Coordinator, in cooperation with all City departments with emergency response responsibilities, maintains the Emergency Operations Plan (EOP), which will be updated on an on- going basis as new laws are passed and deficiencies are identified during training, exercises, and actual incidents. Changes and updates to the plan are recorded below. # Date Section Pages Description of Change
Table 1: Record of Changes
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RECORD OF DISTRIBUTION
The Emergency Services Coordinator is responsible for updating, maintaining, and distributing the City of Chino’s Emergency Operations Plan (EOP). The Emergency Services Coordinator will make the City of Chino’s EOP available to all City departments, special districts and political subdivisions, the California Governor’s Office of Emergency Services (Cal OES), other partner organizations as necessary, and on request. Physical copies of the City of Chino EOP are available by request from the Emergency Services Coordinator and digital copies are available on the City of Chino’s website.
Personnel with a role in executive leadership, coordination and management, and operational implementation of emergency procedures have reviewed this City of Chino EOP and agree with its content, as well as their role(s) in response to an emergency, as outlined herein. City departments and partner organizations are encouraged to maintain access to this plan.
Position/Department # of Copies Date
City of Chino
Departments
Mayor/City Council 5
City Manager 1
Assistant City Manager 1
City Clerk 1
Communications Manager 1
Public Information Officer 1
Director of Finance 1
Director of Development Services 1
Building Official 1
Director of Public Works 1
Deputy Director of Public Works, Services 1
Director of Community Services, Parks &
Recreation
1 Director of Human Resources/Risk Management 1
Chief of Police 1
Emergency Services Coordinator 1
External Partner
Organizations
Chino Valley Fire District 1
Chino Valley Unified School District 1
San Bernardino County Office of Emergency
Services
1 Cal OES – Southern Region 1
Table 2: Record of Distribution
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TABLE OF CONTENTS
Resolution ................................................................................................................................................................... ii Letter Of Promulgation ........................................................................................................................................ iii Approval and Implementation ........................................................................................................................... iv Plan Concurrence .................................................................................................................................................... v Record of Changes ................................................................................................................................................. vi Record of Distribution .......................................................................................................................................... vii Introduction ................................................................................................................................................................ 1 Purpose ....................................................................................................................................................................................................... 1 Scope ............................................................................................................................................................................................................ 1 Plan Organization ............................................................................................................................................................................... 2 Plan Activation ...................................................................................................................................................................................... 3 Triggering Events ................................................................................................................................................................................ 3 How To Use This Plan ........................................................................................................................................................................ 3 Relationship to Other Plans ......................................................................................................................................................... 4 Disclosure Exemptions ................................................................................................................................................................... 4 Situation Overview .................................................................................................................................................. 5 Community Profile ............................................................................................................................................................................. 5 Hazard and Threat Analysis Summary ................................................................................................................................... 5 Hazard Profiles ..................................................................................................................................................................................6 Capability Assessment ............................................................................................................................................................... 14 Planning Assumptions .......................................................................................................................................... 15 Concept of Operations ......................................................................................................................................... 16 Mitigation ............................................................................................................................................................................................... 18 Local Hazard Mitigation Plan ................................................................................................................................................ 18 Continuity of Government ...................................................................................................................................................... 18 Lines of Succession ..................................................................................................................................................................... 20 Preparedness ...................................................................................................................................................................................... 22 CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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Planning Process ......................................................................................................................................................................... 22 Training and Exercise Program .......................................................................................................................................... 22 Community Preparedness and Outreach Programs ............................................................................................ 25 Personnel Resource Inventory ............................................................................................................................................ 27 Disaster Service Worker Program ..................................................................................................................................... 27 Notification and Mobilization ............................................................................................................................................... 28 Response................................................................................................................................................................................................ 29 Emergency Proclamations .................................................................................................................................................... 29 NIMS, SEMS, and ICS .................................................................................................................................................................. 33 Field Response............................................................................................................................................................................... 35 Emergency Operations Center ........................................................................................................................................... 35 Recovery ................................................................................................................................................................................................ 48 Recovery Organization .............................................................................................................................................................49 Recovery Damage Assessment .......................................................................................................................................... 50 Recovery Documentation ...................................................................................................................................................... 52 Recovery Disaster Assistance ............................................................................................................................................... 53 After-Action Reports and Corrective actions.............................................................................................................. 58 Organization, Roles, and Responsibilities .................................................................................................... 60 Mayor and City Council ................................................................................................................................................................ 60 Disaster Council .................................................................................................................................................................................. 61 City Manager ........................................................................................................................................................................................ 61 Emergency Manager ..................................................................................................................................................................... 62 Executive Management Team ................................................................................................................................................. 62 Responsibilities of All Departments ..................................................................................................................................... 62 Administration ...............................................................................................................................................................................64 Community Services, Parks & Recreation ....................................................................................................................64 Development Services .............................................................................................................................................................. 65 Finance ............................................................................................................................................................................................... 65 Human Resources ....................................................................................................................................................................... 66 CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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Police Department...................................................................................................................................................................... 66 Public Works ................................................................................................................................................................................... 67 Chino Valley Fire District ......................................................................................................................................................... 67 San Bernardino County Operational Area ........................................................................................................................ 68 California Governor’s Office of Emergency Services .................................................................................................. 68 Federal Emergency Management Agency ...................................................................................................................... 69 Special District, Private, and Non-Profit Agencies ....................................................................................................... 69 Volunteer Organizations ......................................................................................................................................................... 69 Chino Valley MET-Net ................................................................................................................................................................ 69 Chino Faith-Based Collaborative ....................................................................................................................................... 70 Individuals and Households ...................................................................................................................................................... 70 Direction, Control, and Coordination ............................................................................................................. 71 SEMS Coordination Levels ........................................................................................................................................................... 71 Mutual Aid ............................................................................................................................................................................................. 74 Information Collection, Analysis, and Dissemination .............................................................................. 80 Communications .................................................................................................................................................... 82 Integrated Communication Systems .................................................................................................................................. 82 Public Information and Warning ........................................................................................................................................... 83 Public Information Resources ............................................................................................................................................. 83 Alert And Warning Resources ............................................................................................................................................. 85 Joint Information Center ......................................................................................................................................................... 86 Administration, Finance, and Logistics ........................................................................................................ 88 Administration .................................................................................................................................................................................. 88 Administrative Practices ........................................................................................................................................................ 88 Documentation ............................................................................................................................................................................ 88 Finance................................................................................................................................................................................................... 88 Expenditure Tracking ................................................................................................................................................................ 89 Eligible Expenses ......................................................................................................................................................................... 89 Recordkeeping Requirements ............................................................................................................................................ 89 CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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Logisitics ................................................................................................................................................................................................ 90 Resource Management .......................................................................................................................................................... 90 Resource Priorities ..................................................................................................................................................................... 90 Resource Requests ...................................................................................................................................................................... 91 Plan Development & Maintenance .................................................................................................................. 93 Standard Operating Procedures (SOP) Development ............................................................................................. 93 Authorities and references ............................................................................................................................... 94 Appendix A: Glossary of Terms ......................................................................................................................... 97 Appendix C: Resources ........................................................................................................................................ 111 emergency Vendors ....................................................................................................................................................................... 111 Public Works Emergency Vendor List ............................................................................................................................... 113 Public Works Sanitation & sewers Mutual Aid List ..................................................................................................... 114 Appendix D: Contact Lists ................................................................................................................................. 116
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1 INTRODUCTION
PURPOSE
This Emergency Operations Plan addresses the City of Chino’s planned response to extraordinary emergency situations associated with natural disasters, technological incidents, and national security emergencies. I t provides an overview of operational concepts, identifies components of the City’s emergency management organization within the Standardized Emergency Management System (SEMS)
2 and the National Incident Management System (NIMS) 3. It also describes the overall responsibilities of the federal, state, and county entities for protecting life and property and assuring the overall well-being of the population. Each organization identified in this Plan is responsible for, and expected to develop, implement, and test policies, procedures, instructions, and checklists that reflect cognizance of the emergency management concepts contained herein. Coordinated response and support roles must be defined by these organizations to facilitate the ability to respond to any given incident. This plan meets the requirements of NIMS for the purposes of emergency management.
SCOPE
SEMS is the system required by Government Code Section 8607(a) 4for managing response to multi-agency and multi -jurisdiction emergen cies in California. SEMS consists of five (5) organizational levels that are activated as necessary: field response, local government, operational area, region, and state. The National Incident Management System (NIMS) NIMS is required by Homeland Security Presidential Directive-5 (HSPD-5) Management of Domestic Incidents. 5 SEMS and NIMS incorporate the use of the Incident Command System (ICS), the Master Mutual Aid Agreement
6, existing mutual aid systems, the operational area concept, and multi-agency or inter- agency coordination. SEMS/NIMS helps unify all elements of the City of Chino’s emergency management organization into a single integrated system. Its use is mandatory to be eligible for state funding of response-related personnel costs resulting from a disaster.
ICS is used to organize on -scene operations for a broad spectrum of emergencies from small to complex incidents, both natural and manmade. The field response level is where emergency
2 https://www.caloes.ca.gov/LegalAffairsSite/Documents/Cal%20OES%20Yellow%20Book.pdf 3 https://www.fema.gov/emergency-managers/nims
4 https://leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?sectionNum=8607.&lawCode=GOV 5 https://www.dhs.gov/publication/homeland-security-presidential-directive-5 6 https://www.caloes.ca.gov/wp-content/uploads/Preparedness/Documents/CAMasterMutAidAgreement.pdf CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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2 management/response personnel, under the command of an appropriate authority, carry out tactical decisions and activities in direct response to an incident or threat.
Additional information may be found in California Code of Regulations (CCR), Title 19, Section 2400, and the SEMS Approved Course of Instruction
7. NIMS information is available through FEMA at :
www.FEMA.gov.
PLAN ORGANIZATION
There are four (4) parts to this E mergency Plan: The Basic Plan, Emergency Function Annexes, Support Annexes, and Hazard-specific Annexes.
Part I - Base Plan: The Base P lan describes the fundam ental syste ms, strategies, policies, assumptions, responsibilities, and operational priorities that Chino will utilize to guide and support emergency management efforts. Essentia l elements of the basic plan include:
• A description of the e mergency services t hat are provided by govern mental agencies and how resources are mobilized,
• An outline of the methods for carryin g out e mergency opera tions and the process f or rendering mutual aid,
• An overview of the system for providing public information and, • Emphasis on the need f or continuity planning to ensure uninterrupted govern ment operations.
• Appendices that contain documents that are developed in support of the Emergency Operations Plan, such as contact lists, checklists, glossaries, references, and related supporting documents . Documents will be incorporated by reference and maintained separate from the basic plan.
These elements culminate with a comprehensive emergency management concept of operations that outlines the relationships and responsibilities for all levels of government, nongovernmental organizations, and the private sector.
Part II – Functional Annexes: The functional annexes describe discipline-specific goals, objectives, operational concepts, capabilities, organizational structures, and related policies and procedures.
The functional annexes will be developed separately from the B asic Plan and will refer to existing agency and department plans and procedures.
7 https://www.caloes.ca.gov/wp-content/uploads/Preparedness/Documents/SEMS-Regulations.pdf CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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3 Part III - Support Annexes: The Support Annexes describe the framework through which City of Chino departments and agencies, the private sector, not-for-profit and voluntary organizations, and other nongovernmental organizations coordinate and execute the common emergency management strategies. The actions described in the support annexes apply to nearly every type of emergency. Support annexes may include, but are not limited to, mass care and shelter plans, animal plans, continuity of government plans, and financial recovery plans. The support annexes will be maintained separate from the basic plan.
Part IV - Hazard Specific Annexes: The hazard-, threat-, or incident-specific annexes describe the policies, situation, concept of operations, and responsibilities for hazards, threats, or incidents.
PLAN ACTIVATION
This plan will become activated:
1. On order of the City Manager as the Director of Emergency Services, or
2. At the proclamation of a local emergency or upon the existence of circumstances where a proclamation is likely to occur, or
3. When the Governor has proclaimed a State of Emergency in an area, including the City of Chino, or
4. At the proclamation of a State of War Emergency, as defined by the California Emergency Act, or
5. Upon a Triggering Event identified in the section below.
TRIGGERING EVENTS
The following events may trigger the activation of the EOP:
• Damaging natural hazard such as an earthquake, flood, or other impactful event • Severe weather warning
• Regular emergency training and exercise
• Any event that inhibits the city’s ability to deliver essential services
HOW TO USE THIS PLAN
Prior to EOP Activation:
• Understand departmental or organizational responsibilities • Develop all necessary supporting Standard Operating Procedures (SOPs) • Acquire and allocate resources necessary to fulfill assigned responsibilities • Train staff and teams to perform their roles as outlined in the EOP or SOPs CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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4 Upon EOP Activation:
• Refer to the EOC organizational chart in the EOP
• Identify the function or position for which your department is responsible for and ensure it is staffed within the EOC
• Locate the corresponding section or position checklist in the EOP that outlines the function and associated tasks
• Carry out the functions and associated tasks consistent with the EOC Action Plan or stated incident priorities
RELATIONSHIP TO OTHER PLANS
Emergency Operations Plan (EOP)
The intent of the City of Chino’s EOP is to provide the concept of operations and strategic activities for responding to any type of emergency incident impacting the City of Chino.
Local Hazard Mitigation Plan (HMP)
The City of Chino , in coordination with San Bernardino County and the surrounding jurisdictions, has developed their Local Hazard Mitigation Plan. The plan identifies hazards, assesses the losses associated with the hazards, and investigates the vulnerability of the community towards different hazards. The plan also identifies alternatives for the future of the community to better prepare, minimize loss, and educate the public of the hazards identified.
General Plan
The City of Chino’s General Plan incorporates elements of both the Emergency Operations Plan and the Local Hazard Mitigation Plan. All plans reflect the local hazards and address the Cit y’s response to dealing with these hazards.
DISCLOSURE EXEMPTIONS
Those few portions of the Emergency Operations Plan containing sensitive information about the City’s emergency response deployment, mobilization, and tactical operations, or personal privacy information, or information with significant implications for local, state, or nat ional security have been segmented in attachments exempt from public disclosure under the provisions of California Public Records Act (California Government Code § 7920 -7931). The remainder of the Emergency Operations Plan is available for public review.
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5 SITUATION OVERVIEW
COMMUNITY PROFILE
Chino is located in the southwestern portion of San Bernardino County, at the western edge of the Inland Empire. Chino began as an agricultural community and grew with the construction of freeways and airports in the area connecting the community to the region and the nation. Today, the city is home to more than 93,000 residents and a thriving local economy, anchored by a range of businesses in manufacturing, wholesale trade, logistics and warehousing. With convenient access to State Routes 60 and 71 and proximity to major job centers in Los Angeles, Orange County, and the broader Southern California region, Chino is ideally positioned for both living and business.
Notable landmarks within the city include the Chino Airport, the California Institution for Men (CIM), the California Institution for Women (CIW), Chaffey College, and Prado Regional Park, a 2,000-acre park containing the Prado Olympic Shooting Park, which was the site of the 1984 Olympic sports shooting events. Chino is approximately 30 square miles.
Chino is a diverse and growing community. The city has seen sustained population growth over decades, and between 2010 and 2020, Chino added 13,400 new residents, attracted by the community’s relatively affordable home ownership opportunities, high performing schools and public services, and vibrant calendar of community festivals and events. With a median age of 37.7 and an average household size of 3.5, Chino is a community of relatively young families, although the population of adults aged 65 and older was the fastest growing segment of the population over the last 10 years. More than half of all residents identify as Hispanic or Latino. Over 70 percent of the existing housing stock in Chino is made up of single -family detached homes and the rate of homeownership is high, although the share of renters is growing. Chino has a strong sense of community, evidenced by many well-attended festivals and events throughout the year.
HAZARD AND THREAT ANALYSIS SUMMARY
The City of Chino is vulnerable to several hazards, all of which have the potential to disrupt the community, cause causalities, and damage or destroy public or private property. It faces threats from widespread natural technological, and manmade hazards i ncluding earthquakes, floods, drought, severe summer storms, wildfire, and hazardous material (HazMat) spills.
A summary of hazards identified in the 2025 City of Chino Local Hazard Mitigation Plan is provided in Table 3 – Hazards of Concern. Total Risk Score Ranking: Each hazard was assigned a value from 1 to 15, with 1 representing the least important to the community and 15 representing the most critical hazards requiring attention.
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6 For an in- depth Hazard and Threat A nalysis Summary, please refer to the City of Chino’s Local Hazard Mitigation Plan – Chapter 4 (last updated 2025).
Hazard Event Probability Consequence Score
Total Risk Score
(Probability x
Consequence)
Drought High 42 6
Dam and Levee Failure Low 59 3
Flooding (Urban/Flash) High 64 9
Severe Summer Storms (Extreme Heat,
Hail, High Winds, Lightning) High 64 9
Extreme Cold Medium 45 4
Tornado High 62 3
Wildfire High 64 9
Earthquake High 64 9
Civil Disturbance Medium 45 4
Cybersecurity Incident Low 40 3
Hazardous Materials Incident (Fixed,
Transportation) High 56 9
Prolonged Power Outage Medium 52 6
Terrorism Low 62 3
Transportation Incident (Road & Air) High 50 6
Table 3: Hazards of Concern
HAZARD PROFILES
The following natural hazards have the potential to affect the Chino community:
• Drought
• Earthquake (Geological Hazards)
• Flooding (Urban/Flash)
• Severe Summer Storms (Extreme Heat, Hail, High Winds, and Lighting) • Wildfire
The following technological & manmade hazards have the potential to affect the Chino community:
• Civil Disturbance
• Cybersecurity Incident
• Hazardous Materials Incident (Fixed & Transportation) • Prolonged Power Outage
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7 • Terrorism
• Transportation Incident (Air & Road)
A brief description of each hazard and its impact to the City of Chino is included in the subsequent pages.
Drought
According to the State of California Hazard Mitigation Plan, the cyclical occurrence of drought and documentation of past and current losses point to the strong probability that California will continue to be vulnerable to short and long- term drought impacts. As is such, the effects of d rought could affect the City of Chino.
Earthquake
Chino is in a seismically active region. Major regional faults in the area include the Sierra Madre, San Jacinto, and San Andreas Faults. The Chino Fault is part of the Elsinore Fault Zone, one of the major regional fault systems in Southern California.
Located to the southwest of Chino, the Chino Fault runs through parts of San Bernardino County and Riverside County, generally trending northwest - southeast. Although no major seismic eve nt has been recorded on it in recent history, t he Chino Fault is a Quaternary fault, meaning it is considered active and capable of producing significant earthquakes. The Central Avenue Fault, located in within the ci ty limit, is a lesser-known local fault. It is likely part of a network of smaller, secondary faults. It is classified as a pre-Quaternary or inactive fault and available data suggest it may have low or moderate activity comparted to regional faults.
Although the frequency of earthquakes affec ting the city has been minimal throughout Chino’s history, it is understood that the potential for a large earthquake in Southern California is very likely.
Research indicates that the southern portion of the San Andreas Fault is overdue for a large quake and Chino would be affected by that quake.
Flooding
Located on relatively flat land in a valley surrounded by hills and mountains, Chino is susceptible to flooding. There are two types of flood risks in Chino: flooding from local streams and creeks, and flooding associated with the Prado Dam, located to the southwest of Chino’s City limits.
The southwestern portion of the City is located within a 100 -year floodplain, as defined by the Federal Emergency Management Agency (FEMA). In addition, certain port ions of
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8 the city are located within the 500 -year floodplain. Almost all portions of the c ity developed with residential and commercial uses are outside of these floodplains.
Serious flooding could result in the contamination of water supplies, electrical outages, and the closure of major transportation routes through out the city. Some areas of Chino are prone to ponding due to the accumulation of debris in storm drains , flood control channels and drainage systems.
Current City storm drain systems are capable of handling runoff with only localized flooding depending on storm intensity and duration. Chino will experience minor flooding of streets and intersections causing traffic congestion and possible loss of proper ty, especially in some southern portions of the c ity. Areas known for urban flooding within the city include Philadelphia Avenue and Yorba Avenue, Pine Avenue east of El Prado Road, San Antonio Avenue and Walnut Avenue, Chino Avenue and 11 th Street, and Sc haefer Avenue and 12 th Street. “Sheeting” of water along unidentified paths can be expected to occur throughout the c ity. Rapidly moving water along north/south streets such as Magnolia Avenue may also pose a threat to life. It should be noted, however, that flood problems normally cease shortly after rainfall stops.
During a 100-year event it may be necessary to evacuate the southern area of Chino. Tremendous increases in residential development make exact prediction of the effects of a 100 -year flood impossible. Evacuation routes will occur along north/south streets avoiding localized flooding and leading to short -term shelters. Health hazards could present themselves to residential dwellings and businesses in the affected areas if proper flood clean-up actions are not conducted immediately.
Because Chino is located near the base of an alluvial fan on deep unconsolidated course to medium grain alluvium and has a shallow depth to groundwater, severe flooding may occur during heavy rains. Numerous artisan wells and unmapped perched water tables exist in the area and contribute to potential flooding. The decrease in local agricultural production means that underground water may pose a more serious threat than had previously been experienced. Prado Dam, which feeds the Santa Ana River, can be expected to fill to capacity, possibly causing flood problems in newly incorporated areas.
Prado Dam, completed in 1941, provides regional flood control for portions of Orange, Riverside, and San Bernardino coun ties, and has been raised to 594.4 feet. The US Army Corps of Engineers (USACE) and the Orange County Flood Control District (OCFD ) are in the process for raising the height of the dam and modifying the spillway to accommodate additional flood control capa city for the region.
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9 The Prado Dam Flood Plain consists of all l and below 566 feet (NGVD 29) and is restricted for recreation, open space, or resource management uses. Existing land uses below the 566 -foot inundation line primarily included dairies, other agricultural uses, and vacant land, as well as Prado Park and the El Prado Golf course.
It should be noted that the USACE anticipates a maximum operational water level of 566 feet (NGVD 29), meaning that waters will be discharged from the dam to keep it from exceeding this height. However, though this may be the operational policy, if water enters the Prado Dam basin faster than the water can be discharged through the spillway, water height could conceivably reach 589 feet.
While the Prado Dam is just south of the borders of the Chino boundary, at 566 feet the water back- up area would reach to Pine Avenue, affecting both the California Institution for Women and certain water treatment facilities of the Inland Empire Utilities Agency. Accordin g to the Environmental Impact Report for "The Preserve," a major residential development in this area, over half of the project would be affected if water backed up to the 566 -foot level. Twenty-five percent (25%) of the project would be affected by water at the 556-foot level. If water were to reach the 589- foot level, it would affect all areas between the County Line and Kimball Avenue in the City of Chino, just south of the Chino Airport. (For more information on this hazard see the City of Chino Local Hazard Mitigation Plan.)
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10 Figure 1: City of Chino Flood Map
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11 Severe Summer Storms
The 2025 City of Chino Local Hazard Mitigation plan considers severe summer storms to be extreme heat, hail, high winds, and lightning. Severe summer storms c ould occur anywhere in the City of Chino. The City of Chino experiences a number of these events annually.
Wildfire
As an urbanized community, wildfire hazard is minimal in most of Chi no; however, in 2025 Cal Fire designated approximately 1,095 acres in the south portion of the city are designated as Very High Fire Hazard Severity Zones (FHSZ). Much of this land is within the Prado Regional Park, although 125.6 acres of land is designat ed for residential use in the “The Preserve,” a major residential development in this area, is designated as Very High FHSZ, as is a large portion of the California Institute for Women site and areas flanking Euclid Avenue south of Pine Avenue. Wildfire risk in these areas is from wind-driven fires and human factors, including sparks from vehicles on adjacent roadways, fireworks, or campfires. No critical facilities or infrastructure is located within Very High FHSZs.
Civil Disturbance
The California Institution for Men, the California Institution for Women, and the California Department of Corre ctions and Rehabilitation’s Prado Fire Camp are all located within the city limits of the City of Chino. While these are State owned and operated facilities, there is a potential for civil unrest to erupt and extend beyond the boundaries of the prison property. Civil unrest is also not limited to the correctional facilities and can occur elsewhere in the city whenever there are large gatherings of people. Although civil disturbance is not a natural hazard, it is threat that could impact the safety of the City of Chino community.
Cybersecurity Incident
Cyber-attacks are “deliberate exploitation of computer systems, technology -dependent enterprises, and networks.” The vulnerability of computer systems to attacks is a growing concern as people and institutions become more dependent on networked technologies. Cyber-attacks can be divided into two main categories: attacks against data, and attacks against physical infrastructure. Because our society is so dependent on technology, a large-scale cyber-attack could overwhelm government and/or private-sector resources quickly, as well as threaten lives, property, the economy, and national security.
Cyber disruptions are not central to one geographic area; they can occur anywhere within the City of Chino where technological systems exist or are utilized.
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12 Hazardous Materials Incident
Hazardous material incidents are most likely to occur along transportation routes to and from industrial areas or in industrial buildings where hazardous materials are used or stored. However, such incidents may endanger residential and downtown areas, as toxic substances are spread by wind and water. Chino’s industrial area is located in the southwest quadrant of the c ity with residential and retail areas to the north and east. The potential for disaster created by a toxic cloud is increased because prevailing winds emanate from the southwest. Routes used to carry heavy traffic to industrial zones have a greater likelihood of experiencing hazardous material accidents.
Of note in this regard, are California State Route 60 and 71 and Euclid and Central Avenu es. In addition, chemicals are often transported through Chino on a Union Pacific rail line, and on surface street truck routes.
The City of Chino is also home to a number of chemical users such as laboratories and stores with supplies of pool chemicals, etc. In addition, lithium-ion batteries are a growing concern as they are increasingly found in devices and systems that the public and first responders use or interact with daily. The likelihood of them overheating, catching on fire, and even leading to explosions increases when they are damaged or improperly used, charged, or stored. Lastly, clandestine dumping is the criminal act of disposing of toxic materials and hazardous waste on public or private property. As the costs and restrictions increase for legitimate hazardous waste disposal sites, it can be anticipated that illegal dumping of hazardous materials will increase proportionately.
Hazardous Materials calls for service include response from Chino Valley Fire District (CVFD) as well as the Chino Police Department. CVFD is trained and equipped to mitigate an incident related to hazardous materials. In the event of a small spill, CV FD and the City of Chino Public Works Department will work collaboratively to clean -up the spill. If needed, CVFD will r equest the Hazardous Materials Response Team (HMRT) from San Bernardino County Office of the Fire Marshal for assistance with control, containment, additional mitigation, or remediation. In the event of large spills, the City of Chino Public Works Department will contract with a licensed third party for clean- up.
For more information on facilities with hazardous materials, contact the San Bernardino County Office of the Fire Marshal , Hazardous Materials Division, as they serve as the Certified Unified Program Agency (CUPA), which manages the Hazardous Materials Business Plans, Hazardous Waste and On-Site Treatment, Aboveground Petroleum Storage, Underground Storage Tanks, and the California Accidental Release Program.
Prolonged Power Outage
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13 An electrical power outage (also power failure or power loss) is the loss of electricity supply to a geographic area. An electrical power outage may occur for several reasons, including severe weather and preventative blackouts due to high winds and the threat of wildfire. Electrical power outages can have life-threatening impacts for those who rely on medical equipment that requires electricity. In recent years, power outages in the City of Chino have become more frequent. During a Public Safety Power Shutoff (PSPS), Southern California Edison shuts off power during periods of high winds to help prevent wildfires.
Prolonged power outages can be dangerous, especially to the access and functional needs (AFN) population. Many individuals with AFN have critical or potential life sustaining needs for electricity.
Other vulnerable populations, including low -income individuals, may not have the financial resources to replace spoiled food. Furthermore, children and the elderly are particularly vulnerable to extreme temperatures.
Terrorism
Chino is a modest community in both size and public attractions. It is home to a small municipal airport and airplane museum, several outdoor shopping centers, a Union Pacific rail line, a community hospital, several schools, and utility companies. While it may not be considered a significant target of terrorism as compared to the nearby cities of Los Angeles, Anaheim, or the port of Long Beach, Chino, like every other city in America, may be the home or workplace for members of terrorist organizations. The Chino Police Department has trained several of its personnel as Terrorism Liaison Officers (TLO). In this role, personnel are educated in the various terrorism groups, their tactics, their objectives, and signs that would indicate potential terrorism activities. In addition, Chino Police Department personnel are trained in properly reporting and documenting potential terrorism activity to the appropriate federal, state, and local authorities.
Transportation Incident
The City of Chino is in the southeast portion of San Bernardino County. The c ity is comprised of residential, commercial, and industrial areas. The city contains major freeway systems such as the east-west California State Route 60 (Pomona) Freeway and the north-south California State Route
71. Aircraft on approach to Los Angeles International Airport from the eas t pass directly over the city.
The Chino Airport is within the boundaries of the city as well as several other airports being located in the general vicinity of the City of Chino. The largest is Ontario International Airport located just four miles northeast of city boundaries. Ontario International Airport handles millions of passengers per year along with over 500,000 tons of air cargo. The entire air space over the City of Chino is controlled by Southern California TRACON (SCT). The Ontario Tower takes over traffic control from CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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14 a radius of five miles out. General aviation aircraft from Cable, Brackett, Chino, and Rialto airports also contribute to the air traffic over the City of Chino and therefore increase the possibility of a mid-air collision. As the region becomes more urbanized and airways more congested, the potential for mid-air and ground aircraft accidents will become a more serious threat.
CAPABILITY ASSESSMENT
For the City of Chino’s Capability Assessment, please refer to the Local Hazard Mitigation Plan – Chapter 5 (last updated 2025).
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15 PLANNING ASSUMPTIONS
Below are assumptions reflecting the situations that must be considered to achieve effective emergency management in the City of Chino:
• All incidents are local.
• Emergencies may occur at any time with little or no warning and may exceed capabilities of local, state, federal, tribal governments, and the private sector in the affected areas. • Emergencies may result in casualties, fatalities and displace people from their homes. • An emergency can result in property loss, interruption of essential public services, damage to basic infrastructure and significant harm to the environment. • The greater the complexity, impact and geographic scope of an emergency, the more multiagency coordination will be required.
• The City will mobilize to deliver emergency and e ssential services under all threats and emergencies.
• Individuals, community-based organizations, faith- based organizations, and businesses will offer services and support in time of disaster.
• The City will utilize mutual aid and other forms of assistance w hen the City exhausts or anticipates exhausting its resources.
• Once local resources have been exhausted, or nearly exhausted, the City will request resources from the San Bernardino County Office of Emergency Services, according to the Standardized Emergency Management System (SEMS).
• The City will be responsible for establishing and maintaining contact with the San Bernardino County Office of Emergency Services throughout the duration of the emergency to assist them in sustaining county-wide situational awareness.
• The emergency management function for the City of Chino is coordinated through the Chino Police Department.
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16 CONCEPT OF OPERATIONS
General
Primary roles involved during the initial emergency response will focus on first responders, such as police departments and fire agencies, sometimes also involving hospitals, local health departments, and regional fire and HazMat teams. Typically, as the emergency evolves and the immediate response subsides, a transition period will occur during which emergency
responders will hand responsibility for active coordination of the response to agencies or organizations involved with recovery operations. In all emergency situations and
circumstances, saving and protecting human lives receive priority.
The basic concept of emergency operations focuses on managing and using all available resources at the local level for effectively responding to all types of emergencies. Local government has the primary responsibility for emergency management functions and for protecting life and property from the effects of emergency and disaster events. This EOP should be used when the City of Chino or local emergency response agencies are reaching or have exceeded their abilities to respond to an emergency incident and not in response to day-today operations.
Responsibilities include management and coordination of large -scale events, identifying and obtaining additional assistance and resources for emergency response agencies from the County, State, and/or federal government through the City’s Emergency Management function. This plan adheres to the emergency management principle of all-hazards planning, which is predicated on the fact that most responsibilities and functions performed during an emergenc y are not hazard- specific. Since this is an emergency operations plan, rather than a comprehensive emergency management plan, its emphasis is on incident management rather than on program management.
Phases of Emergency Management
The process of emergency management involves four cyclical phases:
• Mitigation and Prevention: This phase includes taking actions to avoid an incident or to intervene and stop an incident from occurring. This involves actions taken to protect lives
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17 and property. It occurs both before and after an emergency and is closely tied to the Recovery phase.
• Preparedness: This phase involves activities taken in advance of an emergency. These activities develop the City’s capabilities and effective response to a disaster. The emphasis in this phase is on emergency planning, training, exercise, and public awareness programs. • Response: This includes both the initial and extended response activities. During this phase the priority is to save lives and to minimize the effects of the emergency or disaster. Most of the initial response activities occur at the field level. An extended response phase will necessitate the activation of the Emergency Operations Center to support and coordinate response efforts in the field.
• Recovery: This phase begins at the time of the disaster but continues long after the response phase. The initial goal is to restore vital services to the community and provide for the basic needs of the public. Once stability is achieved this phase moves into the long-term goal of restoring the community to a normal or improved situation. This is also an opportune time to institute mitigation measures, particularly those related to the recent emergency.
This phase also reassesses procedures and functions of all aspects of this Emergency Operations Plan for deficiencies
Situational Awareness
Lastly, this plan is implemented within the context of a continuous stream of incidents, events, and occurrences, any of which may develop into an emergency. Constant situational awareness is essential to maintaining a forward -leaning posture that facilitates rapid response. Situational awareness refers to the ongoing process of collecting, analyzing, and disseminating intelligence, information, and knowledge to allow organizations and individuals to anticipate requirements and to react quickly and effectively. Situational awareness comprises an interactive process of sharing and evaluating information from multiple sources, integrating communications, and reporting activities, and forecasting or predicting incidents to detect and monitor threats and hazards. These activities are the basis for advice, alert and warning, intelligence and information-sharing, technical assistance, consultations, notifications, and informed decision making at all interagency and intergovernmental levels, as well as on the part of the private sector and the public.
When a situation develops into a major emergency, centralized emergency management is necessary. That centralized management in most cases occurs within an Emergency Operations Center (EOC). This plan and the EOC are therefore very closely related. This EOP is activated in conjunction with EOC activations.
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18 MITIGATION
LOCAL HAZARD MITIGATION PLAN
In 2025, the City of Chino updated its Local Hazard Mitigation Plan. Developed in accordance with the requirements of Disaster Mitigation Act of 20008, the 2025 City of Chino Local Hazard Mitigation Plan assesses risks posed by natural and manmade disasters and identifies a mitigation strate gy for reducing the City’s risks to natural disasters and hazards. The 2025 City of Chino Local Hazard Mitigation Plan demonstrates the City’s commitment to reducing risk from natural hazards through mitigation and serves as a tool to direct resources to a chieve optimum results with available administrative, technical, and financial resources.
The 2025 City of Chino Hazard Mitigation Plan serves as the current hazard mitigation plan. The Disaster Mitigation Act requires that all local hazard mitigation plans be updated on a five (5) year cycle. The City of Chino maintains an ongoing process that will conclude with the adoption of an updated plan in 2030. The process includes robust public engagement that includes public meetings focused on hazards.
CONTINUITY OF GOVERNMENT
In the aftermath of a major disaster, law and order must be preserved and essential government services must be maintained. This is best accomplished by civil government. To this end, it is particularly essential that local units of government continue to function.
STANDBY OFFICERS
Article 15 of the California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code) provides the authority, as well as the procedures to be employed, to ensure continued functioning of political subdivisions within the State of California. 9 Generally, Article 15
permits the appointment of up to three standby officers for each member of the governing body, and up to three standby officers for the chief executive, if not a membe r of the governing body.
Article 15 provides for the succession of officers who head departments responsible for maintaining law and order, or in furnishing public services relating to health and safety.
Article 15 also outlines procedures to assure continued functioning of political subdivisions in the event the governing body, including standby officers, is unavailable to serve.
8 https://www.fema.gov/sites/default/files/2020-11/fema_disaster-mitigation-act-of-2000_10-30-2000.pdf 9 https://leginfo.legislature.ca.gov/faces/codes_displayText.xhtml?lawCode=GOV&division=1.&title=2.&part&chapter=7.&article=15 CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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19 Government Code 8642 states: “should there be only one member of the governing body present, he may call and hold meetings to perform acts necessary to reconstitute the governing body.”
ALTERNATE GOVERNMENT FACILITIES
When government offices are not operable because of emergency conditions, the temporary seat of government will be selected from public buildings remaining that offer maximum security and safety. The primary and alternate locations are listed below:
First Alternate Carolyn Owens Community Center
13201 Central Avenue, Chino, CA 91710
Second Alternate Police Administration
5450 Guardian Way, Chino, CA 91710
Third Alternate Neighborhood Activity Center
5201 “D” Street, Chino, CA 91710
Table 4: Alternate Government Facilities
VITAL RECORD RETENTION
In the City of Chino, the following individuals are responsible for the preservation of vital records:
1) City Clerk
2) Deputy City Clerk
3) Assistant City Manager
Vital records are defined as those records that are essential to:
• Protect and preserve the rights and interests of individuals, governments, corporations, and other entities. Examples include vital statistics, land and tax records, license registers, and articles of incorporation.
• Conduct emergency response and recovery operations. Records of this type include utility system maps, locations of emergency supplies and equipment, emergency operations plans and procedures, personnel rosters, etc.
• Reestablish normal governmental functions and protect the rights and interests of government. Constitutions and charters, statutes and ordinances, court records, official proceedings and financial records would be included here.
Record depositories should be located well away from potential danger zones and/or housed in facilities designed to withstand blast, fire, water, and other destructive forces. Such action will ensure that constitutions and charters, statutes and ordinances, court records, official proceedings, and financial records would be available following any disaster.
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20 Each department within the city should identify, maintain, and protect its own essential records.
The City Clerk is the designated custodian of vital records in Chino. Vital Records are stored in a vault located within City Hall which is fireproof and equipped with a halon system. These documents have also been scanned into Laserfiche.
LINES OF SUCCESSION
LINES OF SUCCESSION FOR KEY GOVERNMENT OFFICIALS
A successor to the position of Director of Emergency Services is appointed by the City Council.
Notification of any successor changes shall be made through the established chain of command.
The succession occurs:
• Should the director be unavailable or unable to serve, the positions listed below, in order, shall act as the Director of Emergency Services.
• Should these positions be unavailable or unable to serve, the individuals who hold permanent appointments to the following positions in the city (see table below) will automatically serve as acting director in the order shown. The individual who serves as acting director shall have the authority and powers of the Director and will serve until the Director is again able to serve, or until a successor has been appointed by the City Council.
Chief Executive City Manager
First Alternate Assistant City Manager
Second Alternate Police Chief
Third Alternate Director of Public Works
Fourth Alternate Director of Development Services
Fifth Alternate Director of Community Services, Parks & Recreation Table 5: Lines of Succession for Director of Emergency Services
LINES OF SUCCESSION FOR ELECTED GOVERNMENT OFFICIALS
Mayor Mayor
First Alternate Mayor Pro Tempore
Second Alternate Council members will decide amongst themselves as to who will serve as mayor if the incumbent Mayor and Mayor Pro Tempore are unable to perform their duties.
Third Alternate
Fourth Alternate
Table 6: Lines of Succession for City Council
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21 LINES OF SUCCESSION FOR DEPARTMENT HEADS
Each city department has a line of succession for their position. In the absence of the Department Head, the next in charge will automatically assume the duties and full authority of the Department Head. Utilizing their personnel and resources, Department Heads will take necessary actions to mitigate, respond to, and assist the City of Chino in recovering from disaster.
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22 PREPAREDNESS
PLANNING PROCESS
The City’s Emergency Services Coordinator maintains responsibility for developing, updating, and maintaining plans specific to emergency operations for the city. City Departments are responsible for plan management functions with respect to their own depart ment. Departments are encouraged to develop detailed Standardized Operating Procedures (SOPs) and emergency response checklists based on the provisions of the EOP.
The Emergency Services Coordinator coordinates mitigation and response planning for the city.
The Emergency Services Coordinator supports City Departments with their planning needs.
The City of Chino adheres to the planning process outlined in the FEMA Comprehensive Planning Guide (CPG) 10110, including:
• Conducting community-based planning that engages the Whole Community by using a planning process that represents the actual population in the community and involves community leaders and the private sector.
• Ensure plans are developed through an analysis of risk. • Identify operational assumptions and resource demands. • Prioritize plans and planning efforts to support their seamless transition from development to execution for any threat or hazard.
• Integrate and synchronize efforts across all levels of government.
TRAINING AND EXERCISE PROGRAM
Training and exercise are key components to successful emergency planning and emergency response. A robust training and exercise program ensures existing staff maintain their readiness and new staff can learn needed skills and knowledge. The City of Chino is committed to training its personnel and exercising its emergency-related plans to the highest degree possible.
The City of Chino participates annually in the San Bernardino County Operational Area Integrated Preparedness Planning Workshop (IPPW) and is included in the Integrated Preparedness Plan (IPP), a multi-year schedule of preparedness activities designed to address priorities and validate core capabilities.
10 https://www.fema.gov/sites/default/files/2020-05/CPG_101_V2_30NOV2010_FINAL_508.pdf CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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23 TRAINING
Training is essential to ensure that personnel are prepared for disasters. Personnel are trained to a level appropriate to their potential emergency assignments . Training resources include courses available from the Cal OES California Specialized Training Institute (CSTI), FEMA’s National Disaster & Emergency Management University’s (NDEMU) Independent Study Program, and the West End EOC Academy. Courses are also available locally through the Riverside Urban Area Security Initiative (RUASI). Except for the EOC Academy and ICS-402 trainings, all ICS training courses are available online through FEMA’s NDEMU Independent Study Program.
Individual departments are responsible for coordinating and executing training or sending staff to attend appropriate training programs.
The following table delineates the City’s training standards for those with designated emergency roles:
NIMS/SEMS/IS Training IS-100 IS-200 IS-700 IS-800 SEMS EOC Academy ICS-402
City Council X
City Staff X X X
EOC Responders X X X X X X
CERT Volunteers X X X X X
Table 7: Recommended Emergency Management Training
DISASTER ACADEMY
In addition to NIMS & SEMS training, all personnel are encouraged to attend Disaster Academy training. This training incorporates basic ICS principles, as well as department -specific functions during an emergency. Disaster Academy also designates every employee into one of four categories (Responder, EOC, COOP – Continuity of Operations, and Support). Thi s program helps employees recognize their importance in the City’s emergency response regardless of what title or role they fill in their day-to-day duties.
EOC RESPONDER TRAINING
City staff who are required to respond as an EOC Responder must complete additional training to serve in their roles in the EOC. This includes attending the West End EOC Academy courses (or CSTI equivalent course).
The West End EOC Academy is a training seri es developed and delivered in collaboration with several cities located within the western portion of San Bernardino County. This includes the cities of Chino, Chino Hills, Montclair, and Ontario. The training series uses Cal OES’ California Specialized CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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24 Training Institute (CSTI) curriculum to teach local EOC Responders key skills to be able to serve in their roles in an EOC.
West End EOC Academy consists of the following courses and functional exercise:
• EOC Section Specific Training
• ICS/EOC Interface Training
• EOC Action Planning
• EOC Functional Exercise
The West End EOC Academy is held annually, and staff are encouraged to complete the training series as part of a cohort or as their schedule allows.
EXERCISES
The federal government, through FEMA, promulgates the Homeland Security Exercise and Evaluation Program (HSEEP), which is a standardized m ethodology for exercise design, development, conduct, evaluation, and improvement to ensure homeland security and terrorist response capabilities are adequately tested and exercised. The City of Chino uses the HSEEP model.
The City’s Emergency Services Co ordinator is responsible for implementing HSEEP and is the primary resource in the c ity for conducting the various emergency preparedness exercises throughout the year.
Exercises provide personnel the opportunity to test their skills. It also provides plan writers the opportunity to test their plans and procedures in a simulated (and safe) setting. There are several types of exercises that can be used to accomplish this. The City uses a variety of exercise types depending upon what is being tested and the level of experience of those participating. • Seminars: are discussion-based and meant to introduce information about a particular topic or current policies, plans, and procedures. Seminars are good for an audience unfamiliar with current plans and can be a starting point for more complex exercises. • Workshops: are discussion-based, and meant to create deliverables, such as a plan, procedure, or After -Action Report (AAR)/Improvement Plan (IP). Workshops are more participant based and good for collecting ideas from a diverse group of stakeholders. • Tabletop Exercises (TTX): are discussion-based and built around a scenario so participants can discuss how they would apply policies, plans , and procedures. Tabletop exercises are a good way to identify strengths and areas for improvement in existing or potential processes in the context of a hypothetical situation.
• Drills: are operations -based and require participants to perform a single ope ration or function, such as an evacuation drill or sending a test wireless emergency alert. Drills are CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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25 good for validating a capability is operating as intended and providing participants practice maintaining a skill.
• Functional Exercises (FEs): are operat ions-based and require participants to perform multiple capabilities and functions in a realistic environment, but with most resource movement and complex interactions outside of the immediate exercise being simulated.
Functional exercises are good for val idating multiple capacities that can be executed properly and that plans can be used as intended.
• Full-Scale Exercises (FSEs): are operations -based, and the most complex and resource intensive to setup. FSEs involve multiple agencies, departments, and jurisdictions, and real- time interaction of participants from the Emergency Operation Center to field personnel all performing and moving as they would in a real emergency. Full-scale exercises are good for testing that an organization’s plans, policies, and procedures can be applied in real time and coordination with multiple organizations in a cooperative system can be achieved.
The best method of training City staff to manage emergency operations is thro ugh exercising.
Exercises allow personnel to become thoroughly familiar with the procedures, facilities, and systems which will be used in emergency situations.
Short of real-world operations, exercises are the best method of evaluating the effectiveness o f a plan. They also provide a valuable tool for training emergency responders and other City staff to become familiar with the procedures, equipment, and systems they use or manage in emergencies. Exercises must be conducted regularly to maintain readiness.
Frequency Type Participants
Annually Earthquake and Evacuation Drills of all City-
Owned Facilities
All City Staff
Annually Tabletop Executive Management Team
and/or EOC Responder Staff
Every 3
years or as
available
Functional or Full-scale exercise EOC Responder Staff
Table 8: Recommended City-wide Exercise Schedule
COMMUNITY PREPAREDNESS AND OUTREACH PROGRAMS
The City of Chino uses a Whole Community approach to preparedness and public readiness to reduce risk and increase overall community resilience . The programs listed below are provided through various campaigns and/or on the City’s website. These programs constitute an ongoing commitment to public education and awareness for the Whole Community.
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26 Community Emergency Response Team
Following a major disaster, first responders may not be able to meet the increased demand for services. The City of Chino CERT Program provides community members with training about what to expect following a major disaster, lifesaving skills with emph asis on decision -making, and rescuer safety. Community members can also opt to become volunteers with the CERT Program, managed by the Emergency Services Coordinator, to receive opportunities for advanced training, skill refreshers, and opportunities to in form the public about emergency preparedness during community outreach events.
LISTOS
LISTOS is a grassroots disaster preparedness program that can be tailored to meet the individual needs of the community. Developed by the Fire Services Training Institute’s (FSTI) Alterar y Preparar program, LISTOS provides Spanish- language disaster preparedness education and has since expanded into a multitude of other languages. The program is delivered in a format that is both culturally and linguistically appropriate for the target population. The City of Chino teaches LISTOS in both English and Spanish with hopes of expanding to Mandarin in the future.
Chino Cares
Chino Cares is a movement that seeks to bring the community together and asks those who are willing to commit to five things: 1.) be informed; 2.) be prepared; 3.) be connected, 4.) be committed, and 5.) be supportive. The core values of Chino Cares are aimed at creating a resilient community, including resiliency from disasters.
Since 2023, the City of Chino hosts the Chino Cares Emergency Preparedness Fair , an emergency preparedness resource fair. This event is designed to educate, motivate, and equip co mmunity members with the tools that they need to mitigate from, prepare for, respond to, and recover from disasters. This free event includes informational booths with community resources, emergency preparedness demonstrations, emergency vehicle displays, and emergency supply giveaway items.
Community Outreach
In addition to the various community preparedness programs, the City of Chino regularly promotes emergency preparedness at City sponsored events and on its website. Brochures and coloring books have been developed using the City’s disaster preparedness mascot, “Oliver Ostrich.” Businesses, service clubs, community
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27 groups, and houses of worship can request presentations on emergency preparedness through the City’s website.
PERSONNEL RESOURCE INVENTORY
The credentialing of personnel is designed to validate and document the training and qualifications of anyone who is tasked to respond to an incident, disaster, or planned event. Credentialing is based on skills and expertise and includes NIMS training requirements for responders and those who work in the EOC.
11 The City of Chino participates in the West End EOC Academy that provides local EOC responders with training to meet credentialing qualifications.
DISASTER SERVICE WORKER PROGRAM
Under State law, Title I, Section 3100 of the California Government Code, all City of Chino employees are registered as Disaster Service Workers (DSWs) who may be required to support emergency response or recovery operations in the City of Chino during any incident, disaster, or planned event.12 This means that all City of Chino employees have a responsibility to support emergency response and recovery operations, in addition to their everyday duties if so compelled by the Director of Emergency Services.
Disaster service is defined as activities designed to aid in the response and recovery phases of a disaster and includes pre-approved training. DSWs will never be asked to perform duties for which they have not been trained and will be given every effort to ensure their own families are safe and secure before performing DSW duties.
The DSW program also provides workers’ compensation benefits to registered DSW volunteers who are injured while participating in authorized disaster-related activities and provides them with limited immunity from liability.
As a part of the City of Chino’s Disaster Service Worker program, all City staff are assigned to one (1) of four (4) categories. The categories are:
• Responder: Staff with direct lifesaving or life-sustaining responsibilities. • EOC: Staff whose primary responsibility following a disaster will be to report to the Emergency Operations Center.
11https://www.fema.gov/sites/default/files/documents/nims-guideline-resource-management-preparedness.pdf 12 https://leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?sectionNum=3100.&lawCode=GOV#:~:text=In%20furtherance%20of %20the%20exercise,their%20superiors%20or%20by%20law.
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28 • COOP – Continuity of Operations: Staff whose primary function has been designated as an essential service of the City. Despite the emergency, these services need to continue in order for the City to maintain its continuity of operations.
• Support: Staff who are available for special assignments, different from their normal primary functions. These employees may serve in a variety of capacities in the City’s response to the disaster.
It is important that all staff regardless of rank or position within the organization are aware of their assignment. While the emergency may dictate changes to these assignments for some individuals, the categories serve as a reliable starting point for all staff . All staff are to report to an Employee Check-In area upon their arrival to the city. There they will be given more specific instructions with their assignment.
NOTIFICATION AND MOBILIZATION
Notification
All City staff are required to register for Chino Notify, the City’s mass notification system. Staff must enter at least one phone number other than a work number where they can be reached in the event of an emergency. W henever possible, Chino Notify will be used to notify staff of the City’s response to a particular emergency.
The Police Department’s Communications Center is the 24-hour point of contact for warnings and emergency notifications. In addition, several City staff have been trained in how to use the Chino Notify system to make notifications should dispatch personnel be overwhelmed and unable to do so. The system can be accessed anywhere users have internet access.
Should the Chino Notify system be down, Communications Center personnel (or their designee) may choose to place calls to members of the Executive Managemen t Team. The Executive Management Team would then have the responsibility of notifying their personnel to respond if needed.
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29 RESPONSE
EMERGENCY PROCLAMATIONS
As necessary, the Emergency Operations Center (EOC) will be activated and EOC staff will convene to evaluate the situation and make recommendations for a possible Local Declaration. There are four (4) types of emergency declarations possible.
Local Emergency
A Local Emergency is the "existence of conditions of disaster or extreme peril to the safety of persons and property within the territorial limits of city, city and county, or county caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestation or disease, the Governor's warning of an earthquake or volcanic prediction, or an earthquake, or other conditions, which are likely to be beyond the control of the services, per sonnel, equipment, and facilities of that political subdivision and require the combined forces of other political subdivisions to combat.
The authority to proclaim a Local Emergency in the City of Chino is vested in the City Council, or in their absence, the Director of Emergency Services, or designated alternate. A proclamation must be issued within ten (10) days after the actual occurrence of a disaster if assistance with be requested through California Disaster Assistance Act (CDAA). A proclamation of Local Emergency is invalid after seven (7) days, unless ratified by the governing body. If the governing body ratifies the proclamation, and the proclamation extends beyond seven (7) days, the governing body must review the need to continue the proclamatio n at least every 60 days until the Local Emergency is terminated. In any case, the governing body must proclaim the termination of the Local Emergency as soon as conditions warrant or at the same time as the State terminates their proclamation.
A proclamation of Local Emergency provides the governing body the authority to:
• Request to ask the governor to declare a State of Emergency if necessary. • Promulgate orders and regulations necessary to provide for protection of life and property , including issuing orders or regulations imposing a curfew within designated boundaries • Provide mutual aid consistent with the provisions of local ordinances, resolutions, emergency plans, and agreements.
• Request mutual aid from State agencies and other jurisdictions. • Require the emergency services of any local official or employee. • Requisition necessary personnel and material of any department or agency and obtain vital supplies and equipment.
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30 • Impose penalties for violation of lawful orders.
• Allows local government to conduct e mergency operations without facing liability for performing or failing to perform discretionary duties.
• Request financial assistance through the California Disaster Assistance Act (CDAA) by order of a Director’s Concurrence or Governor’s Proclamation. • Increase spending authorities.
State of Emergency
A State of Emergency can be declared by the Governor when conditions warrant, and the proclamation is requested by the Mayor or Chief Executive of a c ity, or the Chairman of the Board of Supervisors or County Administrative Officer. Alternately, the Governor may proclaim a State of Emergency in the absence of a request, if it is determined that: (1) conditions warrant a proclamation and (2) local authority is inadequate to cope with the emergency. The proclamation must be in writing, be well publicized, and filed with Secretary of State as soon as possible following issuance. The proclamation is effective upon issuance. A State of Emergency must be terminated as soon as conditions warrant.
During a State of Emergency, the following will apply:
• Mutual aid shall be rendered as needed
• The Governor shall have the right to exercise all police powers vested in the State by the Constitution and the laws of the State of California within the designated area • The Gov ernor may suspend orders, rules, or regulations of any state agency and any regulatory statue or statue prescribing the procedure for conducting state business • The Governor may commandeer or make use of any private property or personnel (other than media) in carrying out the responsibilities of his office • The Governor may promulgate issue and enforce orders and regulations deemed necessary State of War Emergency
Conditions under a State of War Emergency are for all intents and purposes the same as during a Local Emergency, or State of Emergency, with the added provision that officers and employees of the various political subdivisions within the State are required to obey all orders and regulations promulgated by the Governor during a State of War Emergency. Failure to comply with this provision constitutes a misdemeanor and can result in the discharge of the recalcitrant officer or employee by the Governor. In suc h cases, the Governor is authorized to designate a replacement for the discharged officer or employee.
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31 Presidential Declaration
If an emergency is beyond the ability of local and state government to manage effectively, the Governor will request federal a ssistance. The Federal Emergency Management Agency (FEMA) evaluates the request and recommends an action to the White House based on the disaster, the local community, and the state’s ability to recover.
The President approves the request for federal disa ster funding or FEMA informs the governor it has been denied. This decision process could take a few hours or several weeks depending on the nature of the disaster. Following a Presidential Declaration, federal assistance is available to supplement the efforts and resources of state and local governments to alleviate public and private sector damage and loss.
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32 Figure 2: Sample Proclamation
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33 NIMS, SEMS, AND ICS
The City of Chino operates consistent with SEMS, NIMS, and ICS.
The City of Chino responds to incidents, disasters, or planned events within the SEMS framework (i.e., the response is managed at the lowest possible organizational level and ascending levels are activated only as needed). The complexity of the incide nt ultimately determines the response capabilities needed. Operating in the SEMS structure, which utilizes standardized NIMS and ICS principles, allows response agencies to seamlessly integrate with other local, regional, and State partners to provide the most successful response for the Whole Community. This system also allows City of Chino responders to cohesively integrate into other O perational Areas’ response structures if they are called on to provide mutual aid for another jurisdiction.
STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS)
Utilized by emergency response agencies throughout California, SEMS is the cornerstone of California’s emergency response system and the fundamental structure for the response phase of emergency management. The system unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements such as ICS, mutual aid, interagency coordination, and the Operational Area (OA) and regional concepts.
NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
The City of Chino conducts all emergency management functions in accordance with the National Incident Management System (NIMS). Homeland Security Presidential Directive 5 (HSPD -5), "Management of Domestic Incidents," directed the Secretary of Homeland Security to develop and administer NIMS. It is a comprehensive, national approach to incident management that is applicable at all jurisdictional levels and across functional disciplines.
NIMS enables jurisdictions to work together to preven t, protect against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, to reduce the loss of life and property and harm to the environment. NIMS focuses on five key areas, or components, which are preparedness, communications and information management, resource management, command and management, and ongoing management and maintenance. These components work together to form a comprehensive incident management system.
INCIDENT COMMAND SYSTEM (ICS)
The Incident Command System (ICS) is a nationally recognized on-scene emergency management system specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple inc idents without being hindered by CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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34 jurisdictional boundaries. ICS uses a common organizational structure to effectively accomplish management of the incident by objectives.
The five functions of the ICS organization are command, operations, planning, logist ics, and finance:
Command is responsible for directing, ordering, and/or controlling resources by virtue of explicit legal, agency, or delegated authority. It includes the incident commander (IC) who is responsible for the overall management of the incident. The command function also includes the Information Officer, Liaison Officer, and Safety Officer.
Operations is responsible for the coordinated tactical response of all field operations directly applicable to or in support of the mission(s) in accordance with the Incident Action Plan. Operations develops the operations portion of the Incident Action Plan, requests resources to support tactical operations, maintains close communication with the Incident Commander, and ensures safer tactical operations. The operations function includes branches, divisions, groups, and air operations personnel.
Planning is responsible for the collection, evaluation, documentation, and use of information about the development of the incident. The planning function includes he resource unit, situation unit, documentation unit, and demobilization unit.
Logistics is responsible for prov iding facilities, services, personnel, equipment, and tracking the status of resources and materials in support of the incident. The logistics function includes the supply unit, facilities unit, ground support unit, communications unit, food unit, and medical unit.
Finance is responsible for all financial and cost analysis aspects of the indent, and/or any administrative aspects not handled by the other functions. The finance function includes the time unit, procurement unit, compensation/claims unit, and the cost unit.
Principles of ICS
The system’s organizational structure adapts to any emergency or incident to which emergency response agencies would expect to respond. Components of ICS are:
• Common terminology
• Modular organization
• Unified command structure
• Consolidated action plans
• Manageable span-of-control
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35 • Pre-designed incident facilities
• Comprehensive resource management
• Integrated communications.
Common titles for organizational functions, resources, and facilities within ICS are utilized. The organizational structure is developed based upon the type and size of an incident. Staff builds from the top down as the indent grows, with responsibility and performance placed initially with the Incident Commander (IC).
Unified Command
Unified command structure is a unified team effort that allows all agencies with responsibility for the incident to manage an incident by establishing a common set of incident objectives and strategies.
FIELD RESPONSE
The field level is where emergency response pe rsonnel and resources carry out tactical decisions and activities in direct response to an incident, disaster, or threat. The Chino Police Department, and Chino Valley Fire District typically serve at the field response level. Field response activities are managed by an Incident Commander (IC) or a by Unified Command (UC) at an Incident Command Post (ICP). The IC is the first responding officer on the scene of an incident or disaster and is then selected from the agency with primary jurisdiction over the in cident. UC may need to be established if more than one (1) agency has authority or if the incident crosses jurisdictional boundaries. In the case of UC, multiple agencies work together to form a common set of objectives and strategies at the ICP. Generally , if day -to-day field activities from emergency personnel can resolve an incident, response will remain at the field level.
EMERGENCY OPERATIONS CENTER
The City of Chino’s Emergency Operations Center (EOC) is a centralized location for decision making reg arding the jurisdiction’s emergency response. The EOC is where the emergency response actions can be managed and resource allocations and responses can be traced and coordinated with the field, Operational Area (OA), and State. The City’s Emergency Service s Coordinator is responsible for the operational readiness of the EOC.
During an incident, disaster, or planned event, the City of Chino may activate to support response operations, coordinate mutual aid resources, and meet with local, state, and federal o fficials. The City of Chino EOC operates using SEMS functions and principles to facilitate objectives, including the following:
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36 • Overall management and coordination of emergency operations. • Strategic policy and priority setting for response and recovery. • Resource prioritization and coordination, including mutual aid resources. • Coordination and liaison with appropriate federal, state, tribal, and other local government agencies, community-based organizations, and private sector resources. • Collection, evaluation, and dissemination of generalized situational awareness and common operating picture information to key response partners. • Coordination of public information, which may include a ce ntralized Joint Information Center (JIC) for complex multiagency incidents, disasters, or planned events. • Collaboration with community -based organizations via Marin Voluntary Organizations Active in Disasters (VOAD) and other trusted community partners to support the needs of vulnerable populations during and after response operations.
The City of Chino EOC communicates with both field responders at the ICP, other jurisdictions’ EOCs, Department Operations Centers (DOCs), and community -based organizations on a continuous basis with established reporting periods throughout the response through established communication pathways.
PRIMARY AND ALTERNATE EOC
The City of Chino’s EOC is located at Chino Police Department (5450 Guardian Way ). The Police Department has a dedicated EOC. Emergency power is provided to the entire facility by a diesel generator. The EOC is adjacent to a Community Room of equal size. There is an accordion wall that separates the two rooms but can be opened to facilitate a larger EOC. There is a ham radio room, and a kitchen adjacent to the EOC. Public restrooms are in the lobby area just outside the EOC. The EOC includes two projectors and two large plasma TV’s. The adjacent community room has the same features. Food (MREs), water, cots, and other supplies are stored at the City Services Yard and will be made available to employees working the emergency (field workers or EOC personnel.) The Alternate EOC is in the Training Room in City Hall South (13250 Central Avenue). The alternate EOC will be activated only when the primary EOC is damaged, inaccessible, and/or evacuation of EOC staff members becomes necessary. When use of the alternate EOC becomes necessary, those occupying the primary EOC will be asked to relocate to the alternate EOC site. If the primary EOC is unusable before its activation, staff members will be asked to report to the alternate EOC site.
The Logistics Section will arrange for relocation of EOC staff members to the alternate EOC.
Direction and control authority will be transferred from the primary EOC to an alternate EOC when necessary, by the EOC Director. All Section Chiefs will advise their emergency response field forces CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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37 of the transition to the alternate EOC. The EOC Layout is for the Primary EOC located at the Police Department. It will be duplicated as closely as possible in the alternate location.
The City also has the ability to stand -up a Mobile EOC using the Emergency Command Center vehicle. If this vehicle is not being used for other em ergency functions, it can be used as a mobile EOC. It is stocked with office supplies, plans, maps, laptops, and a fax machine. The Emergency Command Center Vehicle has amateur radios and public safety radios.
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38 Figure 3: EOC Layout
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39 EOC ACTIVATION PROCEDURES
The EOC may be activated on the order of the following individuals who will direct the emergency response and recovery operations for the City of Chino:
• City Manager, Director of Emergency Services
• Assistant City Manager
• Police Chief
Upon decision to activate, the Director (or his designee) shall contact the Mayor and City Council.
The EOC is activated when the Director of Emergency Services or one of the above- named individuals calls the Police Communications Center to initiate the Emergency Alerting Process by giving the dispatcher the following information:
1) The caller’s identity and a call-back phone number.
2) A description of the emergency/disaster situation.
3) A statement indicating that the EOC is activated.
4) The personnel that need to be notified.
The following events require activation of the EOC:
1) A significant earthquake causing damage in the city or neighboring jurisdictions. 2) An emergency that has occurred or might occur of such a magnitude that it will require a large commitment of resources from two or more City departments over an extended period (i.e., hazardous materials incident, civil disturbance, aircraft disaster, or severe weather). 3) Proclamation of a State of War Emergency as defined in California Emergency Services Act, Chapter 7, Division 1, Title 2, California Government Code (automatic)
The EOC may be activated when:
1) Proclamation (by the governor) of a State of Emergency in an area including the City of Chino 2) A Presidential Declaration of a National Emergency
3) The National Terrorism Advisory System issues an imminent threat alert
EOC Activation Levels
Monitoring: “Monitoring” refers to the staffing of an EOC facility to carry out duties related to a training exercise, a pre -planned event, or minor incident that w ould not require the Operational Area, State Region, and State Emergency Operations Centers to activate in support. Examples:
parades, holiday activities, sports events, political events, concerts, minor fire/hazmat, and winter CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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40 storm incidents, etc. Other EOC responders may be brought into the EOC to assist in monitoring an event that has the potential to escalate to the point that activation is necessary.
Level III (3) EOC Activation: A Level I II activation may prompt the minimum staffing of the EOC with an Emergency Manager, a Public Information Officer (PIO), and a few EOC Responders to specifically fill designated EOC Sections (Management, Operations, Planning & Intelligence, Logistics, and/or Finance & Administration). During Level I II Activation, duties include communication, coordination, receiving, and distributing information pertaining to the emergency or disaster, and responding to the needs of the incident. This includes initial notifica tion and then continuing coordination with the County EOC
.
The EOC may activate at Level III “remotely” or “virtually” and may not require physically staffing at the EOC facility, whether during or after normal business hours. This generally applies to an event in which one individual assigned as the EOC Director can conduct an EOC remotely. • Level III (3) – Duty Officer Status: While this is not a separate activation level, it has become common terminology within the San Bernardino County Operational Area. “Duty Officer Status” means that the City is choosing to remain activated at a Level Three with one EOC responder serving as the single point of contact. Duty Officer Status usually takes effect during nighttime hours. The City may return to a Level One Status during normal business hours.
Level II (2) EOC Activation: Moving to Level II means that Level I II staffing has been deemed insufficient to meet the needs of the incident and additional positions need to be filled in the EOC.
The EOC is staffed with the daily operating staff members who carry out duties in support of activation. Additional trained EOC responders are also called in to staff specific functions within the Management, Operations, Planning & Intelligence, Logistics and Finance & Administration Sections as per SEMS/NIMS protocols. This may involve staffing unfilled Section Chief positions and some Branch and Unit positions as needed.
The decision to call in additional trained EOC responders is based upon the magnitude of the emergency or disaster as determined by the EOC Director. It may necessitate a 24-hour A-shift/B- shift operation. After hours, Level II EOC Activation may be staffed by a reduced number of EOC.
Department Operations Centers (DOCs) may also be activated.
Level I (1) EOC Activation: This level requires the staffing of most, if not all, of the positions within the Management, Operations, Planning & Intelligence, Logistics and Finance & Administration SEMS Sections. During a Level I Activation, the EOC operates on a 24-hour basis, rotating personnel into the EOC on 12 -hour shifts. Department Operations Centers (DOCs) may also be activated. (Example: a l arge-scale ( regional) event such as an earthquake or terrorist event that affects CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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41 multiple jurisdictions and agencies where widespread damage, injuries and fatalities have occurred.)
Level I may also be appropriate any time an incident threatens to tax the City’s resources significantly even if the event is not regional. Level III would normally be the initial activation during any major emergency.
The chart below indicates some possible scenarios and the corresponding activation and staffing levels.
Activation
Level
Detail Event or Situation Minimum Staffing
Monitoring Monitoring refers to the
staffing of an EOC facility to
carry out duties related to a
training exercise, a pre-
planned event, or minor
incident that would not
require the Operational
Area, State Region, and
State Emergency
Operations Centers to
activate in support
• Severe weather
advisory
• Minor earthquake
• Flood watch
• Planned event
(such as parade,
sports event,
political events,
concert)
• Emergency Services
Coordinator (remotely
or EOC)
• Department Staffing
Level III –
Low Level
Activation
Level III is a minimum
activation. This level may be
used for situations which
initially only require a few
people.
• Severe weather
• Small incidents
involving two or
more departments
• Localized flooding
• Emergency Services
Coordinator (remotely
or EOC)
• Department Staffing
• DOC (maybe)
Level II –
Medium
Level
Activation
Level II activation is
normally achieved as an
increase from Level III or a
decrease from Level I. This
activation level is used for
emergencies or planned
events that would require
more than a minimum staff
but would not call for full
activation of all
organizational elements, or
less than full staffing.
• Moderate
earthquake
• Major wind or
rainstorm
• Two or more large
incidents involving
two or more
departments /
agencies
• EOC Director
• Emergency Services
Coordinator
• Section Chiefs
• Branch & Units as
needed
• Liaison
Representatives as
appropriate
• DOC
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42 Activation
Level
Detail Event or Situation Minimum Staffing
Level I –
High Level
Activation
Level I activation involves
complete and full activation
of all organizational
elements at full staffing.
Level One would normally
be the initial activation
during any major
emergency requiring
extensive support.
• Major City or
regional
emergency,
multiple
departments with
heavy resource
involvement
• Major earthquake
• All EOC Positions as
appropriate
Table 9: EOC Activation Criteria Matrix
EOC ORGANIZATION
The City of Chino EOC is organized according to the five (5) SEMS functional elements and is designed to be scalable and flexible.
• Management Section: The Management Section is responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations. The Management Section also handles public information, often via the Joint Information Center (JIC).
• Operations Section: The Operations Section is responsible for coordinating all operations in support of the emergency response through the implementation of the EOC Action Plan. • Planning & Intellig ence Section : The Planning & Intelligence Section is responsible for collecting, evaluating, and disseminating information, developing the EOC Action Plan in coordination with other functions, and maintaining documentation. T he Planning & Intelligence Section develops a common operating picture, maintains situational awareness, and forecasts future needs for response operations.
• Logistics Section : The Logistics Section is responsible for providing facilities, services, personnel, equipment, and materials for incident response. • Finance & Administration Section: The Finance & Administration Section is responsible for financial activities and other administrative aspects of the incident.
In some incidents, disasters, or planned events, the City of Chino EOC may be activated with an integrated DOC to support streamlined operatio ns and a coordinated response. An integrated EOC/DOC supports information sharing, decision making, and implementation of response actions.
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43 Figure 4: EOC Organizational Chart
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44 Policy Group
The Policy Group drives policies, high -level strategies, and overa ll response priorities. The Policy Group does not interfere with on-scene response priorities developed by the Incident Commander at the scene, but handles the economic, political, legal, and social implications of the incident and potential response actions to determine a general course of action. The City of Chino Policy Group includes:
o EOC Director
o EOC Coordinator
o Communications Manager
o Stakeholder Department Heads
o City Council
o City Attorney
Management Section
The Management Section is led by the
EOC D irector, who sets operational
intent, policy, and objectives based on
the direction of the Policy Group. The
EOC Director is directly supported by
the EOC Coordinator who oversees the
daily operations of the EOC. The EOC
Coordinator may advise the EOC
Director on activation and staffing
levels and EOC demobilization, among
other matters. The Management
Section is responsible for overall emergency policy coordination throughout the lifecycle of the incident and is ultimately responsible for following the direction of the Policy Group at the operational level. This will include managing overall emergency response efforts, as well as overseeing and managing all the sections within the EOC, using NIMS and ICS principles.
The Management Section may also include an Access and Functional Needs (AFN) Coordinator, Public Information Officer (PIO), Liaison Officer, Safety Officer, Private Sector Coordinator, Social Media Technical Specialist, and Agency Representatives. These positions report directly to the EOC Director. The structure of the Management Section can be seen in the figure above . More information about specific roles and duties of the Management Section can be found in Part II – Functional Annexes – EOC Activation Guide.
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45 Operations Section
The Operations Section is responsible for all operational support and coordination of disaster response assets and controls the activity of agencies and departments with a direct response in the management, stabilization, and
resolution of the emergency. I n some circumstances, Area Command may be performed from the Operations Section.
The Operations Section is led by an assigned Operations Section Chief and may activate additional support units as necessary to support the needs of the response and the
responsibilities of the EOC. Units that may be activated by the Operations Section Chief include Fire & Rescue Branch, Law Branch, Care & Shelter Branch, Construction and Engineering Branch. An Animals Services Group can be activated to
support the Care & Shelter Branch . Unit s to support the Construction & Engineering Branch include Damage/Safety, Debris Management , and Public Works. More information about speci fic roles and duties of the Finance Section and individual units can be found in Part II – Functional Annexes – EOC Activation Guide.
Planning & Intelligence Section
The Planning & Intelligence Section is responsible for all planning activities relating to intelligence, response, recovery, and demobilization operations of the EOC. This includes gathering timely, accurate, accessible, and consistent information during the ongoing operations, and using this intelligence to prepare situational reports to create a common operating picture.
The Planning & Intelligence Section is led by an assigned Planning Section Chief who assists the EOC Coordinator in the development of the EOC Action Plan. The Pl anning & Intelligence Section may activate additional support units, as necessary to support the needs of the response and the responsibilities of the EOC. Units
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46 that may be activated by the Planning Section Coordinator include Situation Status (SitStat), Documentation, Resource Status, Advance Planning, and Demobilization. Some units may have additional functions activated, as determined by the Planning Section Chief based on the specific needs of the response.
Technical Specialists assigned to the EOC initially will be part of the Planning Section and may be shifted to alternate sections or branches as necessary, depending on the specific response. Areas of expertise may include GIS, fire behavior, and HAZMAT.
More information about specific roles and duties of the Planning Section and individual units can be found in Part II – Functional Annexes – EOC Activation Guide.
Logistics Section
The Logistics Section is responsible for providing
material support and other support services to
response partners and internal EOC functions. This
may be in the form of facilitating the acquisition of
resources, personnel, and transportation services,
providing communication methods, resource
tracking, or arranging for food, lodging, and other
services as necessary. T he Logistics Section also
documents requests for mutual aid ordered through
other systems (e.g., Medical Health Operational Area
Coordinator program). The Logistics Section also
coordinates with the Finance Section to acquire
supplies and execute contracts with vendors via
established or emergency purchasing methods.
The Logistics Section is led by an assigned Logistics
Section Chief and may activate additional support
units, as necessary to support the needs of the response and the responsibilities of the EOC. Units that may be activated by the Logistics Section Coordinator include Communications/ Information Systems, Transportation, Personnel, Supply/ Procurement, Facilities, Food, Donations Management, and Volunteer Coordination. The Logistics Section Transportation Unit is focused exclusively on evacuation logistics transportation planning. More information about specific roles and duties of the Logistics Section and individual functions can be found in Part II – Functional Annexes – EOC Activation Guide.
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47 Finance & Administration Section
The Finance & Administration Section is responsible for all monetary, financial, and some administrative functions of the emergency. The Finance & Administration Section ensures that all financial records are preserved across the incident and maintains staff timesheets. The Finance & Administration Section is led by an assigned Finance & Administration Section Chief.
The Finance & Administration Section coordina tes with the Logistics Section to approve and execute contracts and purchase orders to fulfill response support needs. During an incident, disaster, or planned event, some procurement processes may need to be altered for life safety purposes, but all purch ases will follow regular procurement procedures to the greatest extent possible. When making internal purchases related to a disaster, and operational budgets allows, regular daily procedures will be followed.
The Finance & Administration Section may activ ate additional support units as necessary to support the needs of the response and the responsibilities of the EOC. Units that may be activated by the Finance & Administration Section C hief include Time Keeping, Compensation & Claims, Purchasing, and Recovery. More information about specific roles and duties of the Finance Section and individual units can be found in Part II – Functional Annexes – EOC Activation Guide.
EOC ACTIVATION GUIDE
The City of Chino maintains an EOC Activation Guide that is distributed to all EOC responders and includes step-by-step instructions for setting up and initiating an EOC Activation. (See Part II – Functional Annexes for the EOC Activation Guide)
EOC SUPPORT MATERIALS
Materials required to support the function of the EOC such as office supplies, forms, position - specific notebooks, telephones, ICS vests, etc. are in the EOC of the Police Facility. Additional easels, large pads of paper, and supplies are in the storage cabinets near the south exit of the EOC.
DEACTIVATION OF THE EOC
Deactivation occurs based on incident status and may occur through a gradual decrease in staffing or all at once. EOC Responders must follow deactivation procedures. Notification of deactivation, or any change in activation levels must be communi cated to San Bernardino County Office of Emergency Services.
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48 RECOVERY
Recovery refers to those measures undertaken by an entity following a disaster that will return all systems to normal levels of service. Effective recovery consists of a complex array of independent and coordinated actions.
A successful recovery starts as soon as possible after a disaster occurs, rather than waiting until disaster response is underway and appears to show some promise of diminishing. There should be no clearly defined separation between response and recovery. Recovery tasks are different from response, but they should be carried out simultaneously. Establishment of a recovery organization prior to a disaster has proven effect ive in enabling a smooth and speedier recovery. Emergency response personnel are to continue using SEMS principles and procedures for recovery.
Recovery operations are divided into two (2) phases, short-term and long-term.
Short-Term
Short-term recovery operations begin during the response phase of an emergency. Although referred to as “short -term” recovery, these activities may last for weeks. Short -term recovery includes actions required to:
This involves restoring the infrastructure including:
Stabilize the situation
• Restore services (electrical, water, sanitation systems, communications) • Implement critical infrastructure recovery plans to maintain operations during emergencies and the recovery phase
• Commence the planning for the restoration of the community, including economic functions
• Address debris that pose a threat to public health and safety For federally declared disasters, Disaster Recovery Centers (DRCs) may be established by the Federal Emergency Management Agency (FEMA) to assist dis aster victims and businesses in applying for grants, loans, and other benefits. In non- federally declared disasters, the City may choose to operate a Local Assistance Center to provide similar resources in partnership with local, county, state, and federal partners.
Long-Term
Long-term recovery continues the short-term recovery actions focusing on community restoration.
Long-term recovery may continue for several months or years depending on the severity and CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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49 extent of the damage sustained. These activities include those necessa ry to restore a community to a state of normalcy. Long-term recovery consists of actions that will return the jurisdiction back to normal pre-disaster levels of service. Long term considerations include:
• Developing a recovery team utilizing ICS to manage operations • Demolition, building permits, and rebuilding
• Coordination of financial claims
• Assisting local economy to recover
• Economic and resource stabilization
• Hazard mitigation
• Updating plans based on lessons learned
• Post-event assessments
It is critical t hat the EOC Response Organization function expand into the recovery phase.
Checklists should be developed for recovery operations to ensure accountability. Failure to strictly account for damage documentation and personnel costs can result in possible loss of reimbursement.
RECOVERY ORGANIZATION
The National Disaster Recovery Framework (NDRF) strongly recommends that local government leaders appoint a Local Disaster Recovery Manager (LDRM) to serve as the jurisdiction’s central manager for recovery coordination activities
13. The role of the LDRM is to organize, coordinate, and advance the recovery at the City Level. The LDRM will serve as the City’s primary point of contact with the State agencies. The City has selected the Director of Finance (Deputy Director of Finance as secondary) to fill this position.
To support the LDRM, the City uses an ICS structure that complements and augments the EOC.
The City’s disaster recovery organization, known as the Recovery Operations Center (ROC) is depicted on the next page.
13 https://www.fema.gov/pdf/recoveryframework/ndrf.pdf
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50 Figure 5: Recovery Operations Center Organizational Chart
RECOVERY DAMAGE ASSESSMENT
After a disaster, the City will seek to rebuild and revitalize all sectors of the community, including critical infrastructure and essential services. City departments also must focus on business resumption/retention and the redevelopment of housing units that are damaged or destroyed. The process of repairing and rebuilding presents an opportunity for the City to promote and integrate mitigation measures into recovery rebuilding strategies and plans.
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51 The City of Chino EOC will compile damage assessments that are provided by City de partments that are responding to the disaster. Additional information must be collected from privately owned critical infrastructure providers and commercial entities located in the city. Detailed damage assessments of City facilities must be completed by:
Community Services, Parks & Recreation
Development Services
Public Works
Chino Valley Fire District
Additional damage assessments must be collected from other organizations including:
Cal Trans
Cellular service providers such as AT&T, Verizon, and others Chino Valley Fire District
Chino Valley Medical Center and other medical facilities California Institution for Men (CIM)
California Institution for Women (CIW)
Chino Valley Unified School District (CVUSD)
Inland Empire Utilities Agency (IEUA)
Monte Vista Water District
Southern California Edison
SoCalGas
Long-term care and skilled nursing facilities
Faith-based organizations and other NGOs
Damage assessments should include the following information at a minimum:
Location, such as a street address or description of the location Potential hazards
Detailed description of damage by construction systems (foundation, walls, roofing, HVAC, electrical, plumbing, IT, fixtures, pavement, and parking) Estimated cost associated with damage
Insurance coverage and limits
Not all the information may be available initially and acquiring it may require professional engineering services. Cal OES operates the Statewide Safety Assessment Program (SAP) for post - CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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52 earthquake damage assessments.14 The SAP provides certified engineers and scientists to support jurisdictions after a disaster.
The Damage and Safety Unit will work with the Planning & Intelligence Section of the EOC to compile damage assessments and provid e information and displays to the LDRM to suppor t resource requests and prioritization. Damage assessment information should also be provided to Cal OES and FEMA to support their preliminary damage assessment (PDA) for Stafford Act assistance programs such as Individual and Public Assistance.
RECOVERY DOCUMENTATION
The damage assessment documentation information should include the location and extent of damage and estimate of costs for debris removal, emergency work, and repairs to damaged facilities to pre-disaster condition. The cost of compliance with building codes for new construction, repair, and restoration will also be documented. The cost of improving facilities may be included under federal mitigation programs.
RECOVERY REPORTING
Keeping accurate, complete records of recovery efforts is essent ial for reimbursement and promotes efficient use of limited resources and funds. The Recovery Operations Center Finance Section is responsible for maintaining documentation for the post -disaster recovery process.
Documentation is required for the following disaster-related activities:
Staff overtime
Emergency protective measures
Mutual aid support from other jurisdictions
Contracted emergency services and equipment
Disaster debris removal
Inspections, repairs, and reconstruction of City facilities Documentation goes beyond a description of the extent and nature of the damage of facilities. It should also include detailed assessments of the overall community impacts. Key indicators are:
Percent of housing stock affected
Percent of community without essential services, including utilities, phone service, fuel, groceries, and prescription medication access
Status of public and private schools
14 https://www.caloes.ca.gov/office-of-the-director/operations/recovery-directorate/interagency-recovery- coordination/recovery-analytics-engineers-and-specialists/safety-assessment-program/ CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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53 Businesses that have shut down or reduced operations Available finds for recovery financing
Number of people in long-term shelters
Percent of the population displaced
Impacts on neighboring jurisdictions and the region
Monitoring these indicators provides c ity leaders with information essential to guide recovery planning efforts, request resources, and determine priorities.
RECOVERY DISASTER ASSISTANCE
Local Assistance Center
The City of Chino will assist individuals affected by the disaster. This may include offering disaster assistance phone numbers or provide a location for a Local Assistance Center (LAC) where affected citizens can access disaster assistance directly from various agencies. LACs are staffed with representatives of local and state agencies and NGOs and provide a convenient “one-stop shop” for disaster survivors who can access recovery assist ance and referrals to other programs and assistance that may not be represented. The City’s objective is to provide citizens with the necessary information to help themselves recover from the disaster.
Individual Assistance (IA) Programs
• Non-Governmental Organizations Assistance: Many NGOs, such as the American Red Cross, the Mennonite Disaster Services, and the Salvation Army, provide recovery assistance to individuals, families, and community organizations. This may include assistance for shelter, food, clothing, and housing reconstruction. Organizations that are a part of the City’s Faith- Based Collaborative will also be key resources for those needing individual assistance. • State Assistance: The State does not have authority to offer financial assistance to private sector disaster victims under the California Disaster Assistance Act (CDAA). However, Cal OES actively coordinates with federal, state, local and NGOs to provide other types of recovery assistance to individuals, households, businesses, and the agricultural community. Under the Welfare and Institutions Code, the California Department of Social Services (CDSS) is authorized to assist those who receive the maximum grant under the Federal Individuals and Households Program (IHP) and still have eligible losses as identified by the FEMA inspector.
The State also has a variety of other programs and services to assist individuals, businesses, and farmers in recovering from a disaster.
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54 • FEMA Assistance: Under the Stafford Act, FEMA provides a wide ra nge of programs for individuals and households through its Individuals and Households Program (IHP) . This assistance includes:
o Housing Assistance: The IHP provides financial and direct assistance to eligible homeowners and renters displaced from their pre-disaster primary residence. o Other Needs Assistance: The IHP provides financial assistance for uninsured disaster related necessary expenses and serious needs, including personal property, medical, dental, and transportation expenses.
o Additional Programs: Other Stafford Act Programs that may be made available because of a major disaster declaration includes crisis counseling, disaster unemployment assistance, and legal services.
o Low-Interest Loans: The U.S. Small Business Administration (SBA) provides low-interest disaster loans to homeowners, renters, businesses, and private non -profit organizations in declared disaster areas. Loans may be made for uninsured physical damage to homes, businesses, and other properties, or for economic losses. Following Pre sidential disaster declarations, SBA implements its program in conjunction with FEMA’s IA Stafford Act programs. When a Presidential disaster declaration is not viable or warranted or does not include IA due to the scope of the disaster, it may be appropriate for CalOES to coordinate requests for SBA assistance, since this can be done independently of a FEMA declaration.
To pursue SBA assistance, the damage incurred by the community must meet certain minimum thresholds.
o Agricultural Assistance: The U.S. De partment of Agriculture (USDA) provides low - interest loans to farmers, ranchers, and agriculturalists for physical and/or crop production losses in areas designated a disaster by the Secretary of Agriculture. This designation may also follow a Presidential disaster declaration. As a result, the SBA may also provide economic injury disaster loans to small non -farm businesses, small agricultural cooperatives, and most private non-profit organizations of any size.
Public Assistance (PA) Programs
• State Assistance: The California Disaster Assistance Act (CDAA) authorizes the State to provide financial assistance for costs incurred by local governments because of a disaster. CDAA assistance may be implemented in circumstances when local resources are exceeded but the President does not declare an emergency or major disaster under the Stafford Act. In general, the State’s share of work that is eligible under CDAA is no more than seventy-five percent (75%) CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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55 of total state eligible costs. However, funding may vary with the type of disaster at the discretion of the Legislature. There are two levels of CDAA assistance:
o Director’s Concurrence: Under CDAA, the Cal OES Director may concur with a local government request for state assistance independently of a Governor’s Proclamation of a State of Emergency. A Secretary’s Concurrence is limited to eligible permanent repair work. There is generally a 75%-25% cost share between state and local governments. o During a State of Emergency: When the Governor proclaims a State of Emergency, both emergency and permanent work is eligible for assistance. Again, there is generally a 75%- 25% cost share between state and local governments.
• Federal Assistance: Under a declaration of emergency or major disaster, the President may designate certain counties in the affected areas as eligible for the Public Assistance (PA). Major assistance programs available under the Stafford Act are managed by FEMA:
o FEMA Public Assistance Grant Program: FEMA provides state agencies, local governments, tribal governments, and certain private non- profit entities with federal grants to cover eligible disaster recovery work on a cost -share basis. In accordance with the Stafford Act, the federal cost share is a minimum of 75 percent (75%). The State of California shares the remaining cost with the applicant. Eligible costs must be associated with:
Debris removal
Emergency work necessary to save lives, protect public health and safety and protect property
Restoration of damaged facilities, including buildings, equipment, and infrastructure and to pre-disaster design and function; and/or Implementation of cost- effective hazard mitigation measures during repairs to damaged facilities to reduce the risk of future damage to those facilities The following table outlines the PA eligible activities:
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56 Public Assistance Category Eligible Activities
Emergency
Wk
Category A: Debris Clearance Clearance of debris and wreckage Demolition and removal of buildings damaged
beyond repair
Category B: Protective Measures Measures to eliminate or lessen immediate threats to life and public health, and safety
Permanent Work
Category C: Roads & Bridges All non-emergency work
Projects that may require more time for
decision-making
Preparation of detailed design, construction
plans, cost estimates, and schedules
Category D: Water Control Facilities Flood control
Drainage
Levees
Dikes
Irrigation works
Category E: Public Buildings and
Equipment
Buildings, vehicles, or other equipment
Transportation systems
Fire stations
Supplies or inventory
Higher education facilities
Libraries
Schools
Category F: Utilities Water supply systems
Water Treatment Facilities
Sanitary Sewer collection system
Sanitary sewerage treatment plants
Storm drainage
Light and power
Category G: Parks, recreational, and
other facilities
Park facilities
Public and private non-profit facilities
Recreational facilities
Playground equipment
Table 10: Public Assistance Eligible Activities
o Assistance to Tribal Governments: In accordance with the National Response Framework, the S tate coordinates with impacted tribal governments within the State and initiates requests for a Stafford Act Presidential declaration of an emergency or major disaster on behalf of an impacted tribe when appropriate. Within California, tribal CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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57 governments may submit Requests for Public Assistance to Cal OES, which reviews the requests and submits them to FEMA. FEMA may then work directly with the tribal governments as grantees.
• Non-Stafford Act Programs: The federal government provides recovery assistance through authorities and programs outside of the Stafford Act. These programs may be implemented in conjunction with Stafford Act programs under a disaster declaration or separately. Depending on the program, the agencies may provide assistance directly to recipients or through another state agency besides Cal OES. Examples include:
o Federal Highway Administration: Under the Emergency Relief Program, the Federal Highway Administration (FHWA) provides assistance to the Department of Transportation (Caltrans) and local governments for damage to roads, bridges and other facilities on the federal-aid system. Caltrans implements this program on behalf of FHWA. o Natural Resources Conservation Service: Under the Emergency Watershed Protection Program, the Natural Resources Conservation Service (NRCS) provides assistance to state agencies and local governments for emergency work necessary to protect life, property and public health and safety in watersheds that have been damaged by a disaster, such as a wildfire or flood.
o U.S. Army Corps of Engineers: Under the Rehabilitation and Ins pection Program, the United State Army Corps of Engineers (USACE) provides assistance for flood fighting, emergency repair and repairs to damaged facilities. The USACE provides this assistance for levees and other flood control works that meet pre -disaster criteria for participation in the program.
o U.S. Department of Housing and Urban Development: The United States Department of Housing and Urban Development’s (HUD) Community Development Block Grants may be requested by state, local and tribal governments for a wide range of recovery purposes.
o Congressional Appropriations: The U.S. Congress may make disaster -specific appropriations that allow federal agencies to provide assistance beyond existing authorities and programs. State coordination of this assistance depends on the nature of the appropriation and the federal agency that is charged with its implementation.
Hazard Mitigation Grant Program
The Hazard Mitigation Grant Program (HMGP) provides grants to states and local governments to implement long-term hazard mitigation measures after a major disaster declaration. The purpose of the HMGP is to reduce the loss of life and property due to natura l disasters and to enable CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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58 mitigation measures to be implemented during the immediate recovery from a disaster. The HMGP is authorized under Section 404 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act.
The HMGP is only available to a pplicants that reside within a federally declared disaster area.
Eligible applicants are:
o State and local governments;
o Native American tribes or other tribal organizations; and o Certain non-profit organizations.
Although individuals may not apply direct ly to the state for assistance, local governments may sponsor an application on their behalf.
The amount of funding available for the HMGP under a particular disaster declaration is limited.
California’s State Hazard Mitigation Plan (SHMP) qualifies for e nhanced funding up to 20% of Stafford Act-authorized mitigation grant funds. FEMA can fund up to 75% of the eligible costs of each project, while the grantee must provide a 25% cost-share.
AFTER-ACTION REPORTS AND CORRECTIVE ACTIONS
Standardized Emergency Management System (SEMS) regulations require any jurisdiction declaring a local emergency for which the governor proclaims a State of Emergency to complete and transmit an After-Action report to Cal OES within ninety (90) days of the close of the incident period.
The after-action report will provide at a minimum:
• Response actions taken
• Applications to SEMS during response
• Necessary modifications to plans and procedures that are needed • Lessons learned
• Noted areas of improvement
• Best practice implementations proposed
• Identified training needs
• Recovery activities conducted to date
• Additional information as appropriate
The After-Action report documents Chino’s response activities and identifies areas of concern and success. It will also be utilized to develop a work plan for implementing improvements (post- disaster mitigation).
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59 The After-Action report is a composite of documents submitted by all functions and provides a broad perspective of the incident. It references more detailed documents and addresses all areas specified in regulations. It includes all documents generated by the response phase and data gathered from interviews of emergency responders. It will coordinate with but not encompass the post-disaster hazard mitigation plan. However, hazard mitigation efforts may be included in the “recovery actions to date” portion of the After-Action report. The City of Chino’s Emergency Services Coordinator will be responsible for the completion and distribution of the After -Action report and will send it to the OA and to Cal OES within the required 90-day period.
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60 ORGANIZATION, ROLES, AND RESPONSIBILITIES
Local and County agencies and response partners may have various roles and responsibilities throughout an emergency’s duration. Therefore, it is particularly important that the local command structure be established to support response and recovery efforts and maintain a significant amount of flexibility to expand and contract as the situation changes. Typical duties and roles may also vary depending on the severity of impacts, size of the incident(s), and availability of local resources. Thus, it is imperative to develop and maintain depth within the command structure and response community.
The City of Chino conducts all emergency management functions in accordance with the guidelines set by the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). The function of Emergency Management is carried out by the Emergency Services Coordinator of the Chino Police Department. The Emergency Services Coordinator assists with training and preparing essential response staff and supporting personnel to incorporate SEMS/NIMS concepts in all facets of an emergency. Each City department is responsible for ensuring that critical staff are identified and trained at a level enabling effective execution of existing response plans, procedures, and policies.
During a city-declared disaster, control is not relinquished to County or State authority but remains at the local level for the duration of the event. Some responsibilities may be shared under mutual consent.
Most City depa rtments have emergency functions in addition to their normal duties. Each department is responsible for developing and maintaining its own emergency management procedures. Specific responsibilities are outlined below as well as in individual annexes.
The Emergency Management Organization for the City of Chino is comprised of several groups and individuals each fulfilling a unique role. A summary of each role follows.
MAYOR AND CITY COUNCIL
General responsibilities of the Mayor and City Council include:
• Establishing emergency management authority by city ordinance • Adopting an EOP and other emergency management related resolutions • Proclaiming a “local emergency;” or ratifying a proclamation made by the Director of Emergency Services within seven days
• Acting as liaison to the community during activation of the EOC • Acting on emergency funding needs
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61 • Assisting with the dissemination of public information • Communicating with other Elected Officials
DISASTER COUNCIL
In accordance with Chino Municipal Code Ordinance 2.48, the City provides for the preparation and carrying out of plans for the protection of persons and property. To accomplish this, under the Ordinance, the Chino City Council has appointed the City Manager as the Director of Emergency Services. In addition, provisions have been made for a Disaster Council which would include the following members:
• The Mayor, or his/her City Council designee, who shall be Chairman • The City Manager, who is the Director of Emergency Services and shall be Vice Chairman • The Assistant City Manager, who is the first alternate to the Director of Emergency Services • Department Directors, who shall be the section coordinators as provided for by the Standardized Emergency Management System (SEMS) plan
• Such representatives of civic organizations, local businesses, community-based organizations, or other organizations having an official emergency responsibility, as may be appointed by the Mayor with consent of the City Council.
The Disaster Council shall meet upon call of the Chairman or, in his/her absence from the city or inability to call such meeting, upon call of the Director of Emergency Services.
CITY MANAGER
• The City Manager is responsible for:
• Serving as Director of Emergency Services
• Ensuring that all City departments develop, maintain, and exercise their respective Emergency Functions to this plan
• Supporting the overall preparedness program in terms of its budgetary and organizational requirements
• Implementing the policies and decisions of the governing body • Ensuring that plans are in place for the protection and preservation of City records. • Activating the City EOC
• Requesting the Council to proclaim the existence or threatened existence of a “local emergency” if the Council is in session, or issue such a proclamation if Council is not in session
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62 • Directing cooperation between and coordination of services and staff of the emergency organization of the City and resolve questions of authority and responsibility that may arise between them.
• Representing the City in all dealings with public or private agencies on matters pertaining to emergencies
• Executing the powers and duties outlined in CMC 2.48.060
EMERGENCY MANAGER
The Emergency Services Coordi nator of the Chino Police Department serves as the City’s Emergency Manager. The Emergency Manager is responsible for:
• Coordinating the planning and general preparedness activities of the maintenance of this plan
• Analyzing the emergency skills required and arranging the training necessary to provide those skills
• Ensuring the operational capability of the City EOC
• Keeping the governing body apprised of the City preparedness status and anticipated needs • Serving as day-to-day liaison between the City and County Emergency Management • Facilitating coordination with outside agencies and organizations involved in emergency management
• Providing public education and information related to disasters • Managing the EOC Coordination function during disasters
EXECUTIVE MANAGEMENT TEAM
Department Directors collaborate during the development of local emergency plans and provide key response resources. City Department Directors and their staff develop, plan, and train to learn internal policies and procedures for meeting response and recovery needs safely. They should also participate in interagency training and exercise to develop and maintain the necessary capabilities.
RESPONSIBILITIES OF ALL DEPARTMENTS
Individual departments are an integral part of the emergenc y organization. While some departments’ staff are first responders, the majority focus on supporting these first responders and/or on the continuity of services they provide to the public. Organizationally, they are a component that provides support and communication for responders.
All City departments have the following common responsibilities:
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63 • Support EOC operations to ensure the City is providing for the public safety and protection of the citizens it serves
• Establish, in writing, an ongoing line of succession of authority for each department; this document must be made known to department employees, and a copy must be filed with the City Council and Emergency Manager
• Develop alert and notification procedures for department personnel • Develop operating guidelines to implement assigned duties specified by this plan • Track incident-related costs incurred by the department • Ensure that vehic les and other equipment are equipped and ready, in accordance with existing Standard Operating Procedures (SOPs)
• Identify critical functions and develop procedures for maintaining and/or reestablishing services provided to the public and other City departments • Assign personnel to the EOC, as charged by this plan
• Develop and implement procedures for protecting vital records, materials, and facilities • Promote family preparedness among employees
• Ensure that staff complete any NIMS required training • Ensure that department plans, and SOPs incorporate NIMS components, principles, and policies
• Allow staff time for preparedness training and participation in exercises In addition to the responsibilities outlined above, each C ity Department plays its own unique role in the Emergency Management Organization. All roles and responsibilities are incident-dependent and subject to change, based on the nature of the incident, availability of staff, and expertise of available employees. Individuals and departments working in the City of Chino EOC also understand that they may be asked to support additional duties due to the specific nature of response and recovery operations. City of Chino employees will only be asked to serve in positions and conduct duties for which they have been trained and are comfortable performing.
The tables on the following pages outline each City Department’s EOC functional roles and responsibilities. Each department will have at least one “lead” role defined and may also serve as “support” for other roles. Lead roles are those where the d epartment is the primary department responsible for fulfilling that EOC role or function. Support roles are those that a department can serve as a back-up or secondary role to the primary department.
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64 ADMINISTRATION
EOC Function EOC Position
Lead Management Section • EOC Director
• Public Information Officer
• Liaison Officer
• Private Sector Coordinator
• GIS Specialist
• Communications/IS Unit Leader
• Food Unit Leader
• Social Media Technical Specialist
Support Logistics Section • All other Management Section Units Essential Responsibilities
• Provide for a secure and safe place for all vital records of the City • Assist with the Local Emergency Proclamation and Resolution process • Disseminate public information
• Serve as liaison to the Council, City Attorney, and outside agencies • Provide Information Technology support to all City facilities Table 11: Administration Department Roles and Responsibilities
COMMUNITY SERVICES, PARKS & RECREATION
EOC Function EOC Position
Lead Logistics Section • Care & Shelter Branch Coordinator • Facilities Unit Leader
• Donations Management Unit Leader
• Volunteer Coordination Unit Leader
Support Operations Section • Logistics Section Chief
Essential Responsibilities
• Take the lead role in shelter operations for residents and employees requiring shelter during an emergency
• Assist in providing resources to support the event (personnel, equipment, transportation, etc.)
• Provide childcare for employees who have no alternative childcare because of the emergency
• Provide counseling and other human services to first responders, City employees, and community members
• Assist in donations and volunteer management
Table 12: Community Services, Parks & Recreation Department Roles, and Responsibilities CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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65 DEVELOPMENT SERVICES
EOC Function EOC Position
Lead Planning & Intelligence Section • Access & Functional Needs Coordinator • Damage/Safety Unit Leader
• Planning & Intelligence Section Chief
• Situation Analysis Unit Leader
• Documentation Unit Leader
• Advance Planning Unit Leader
• Demobilization Unit Leader
Support Management Section • EOC Coordinator
Essential Responsibilities
• Inspect, and post as necessary, all public and private damaged buildings and determine if they are safe or if they should be evacuated
• Estimate the extent of damage/cost of repair of structures • Assist in the Preliminary Damage Assessment (PDA) with local, state, and federal organizations to determine losses and recovery needs
• Coordinate damage assessment teams for City facilities, possible shelter sites, and structures throughout the community
• Assist with the review and permit process of the repair or replacement of damaged public and private structures
• Assist with managing a message center to direct the public to needed resources Table 13: Development Services Department Roles and Responsibilities
FINANCE
EOC Function EOC Position
Lead Finance & Administration
Section
• Finance & Administration Section Chief
• Timekeeping Unit Leader
• Purchasing Unit Leader
• Supply/Procurement Unit Leader
• Recovery Unit Leader
Support Logistics Section • All other Finance & Administration Section Units Essential Responsibilities
• Financial support, response, and recovery for the emergency/disaster • Support the response effort and the acquisition, transportation, & mobilization of resources • Oversee the procurement and allocation of supplies and materials not provided through mutual aid channels
• Ensure the payroll, accounts payables, and revenue collection process continues • Assist in the tracking and distribution of donations
Table 14: Finance Department Roles and Responsibilities CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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66 HUMAN RESOURCES
EOC Function EOC Position
Lead Finance & Administration
Section
• Safety Officer
• Personnel unit Leader
• Compensation & Claims Unit Leader
Support Finance & Administration
Section
Logistics Section
• All other Finance & Administration Section Units
Essential Responsibilities
• Maintain current addresses and telephone numbers of all City employees • Process claims for injuries to employees and volunteers • Provide cross-training as needed to fill vacant positions • Administer acceptance and settlement of general liability claimed losses • Notify insurance carriers to obtain assistance with policy coverage • Continue to hire new employees as needed
Table 15: Human Resources Department Roles and Responsibilities
POLICE DEPARTMENT
EOC Function EOC Position
Lead Operations Section • EOC Coordinator
• Operations Section Chief
• Law Branch Coordinator
Support Management Section • EOC Director (Chief of Police) • Operations Section Chief
• Social Media Technical Specialist
Essential Responsibilities
• Protect lives, property, and the environment
• Coordinate emergency response with all departments and agencies involved with the event • Activate and support all activities in the Emergency Operations Center (EOC) • Access and perimeter control
• Evacuation of threatened populations to safe areas
• Dissemination of accurate and timely emergency public information and warning to the public
• Serve as the primary liaison between the City and the County’s Office of Emergency Services, providing ongoing information on the City’s response
• Identify the need for and request law enforcement mutual aid Table 16: Police Department Roles and Responsibilities
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67 PUBLIC WORKS
EOC Function EOC Position
Lead Operations Section • Operations Section Chief
• Construction & Engineering Branch
Coordinator
• Debris Management Unit Leader
• Public Works Unit Leader
• Transportation Unit Leader
Support Logistics Section • GIS Specialist
Essential Responsibilities
• Assist with barricades, sandbags, road closures, debris removal, emergency road repair, traffic control, and damage surveys and assessments of roadways and facilities • Eliminate an immediate threat to lives or public health and safety • Take protective measures to minimize damage to private and public facilities • Demolition and removal of public and private buildings and structures that pose an immediate threat to the safety of the public
• Track through documentation all emergency activities
Table 17: Public Works Department Roles and Responsibilities
CHINO VALLEY FIRE DISTRICT
EOC Function EOC Position
Lead Operations Section • Fire Branch Coordinator
• Operations Section Chief
Support None • Operations Section Chief
• All other Operations Section Units
Essential Responsibilities
• Respond to all types of fires, including structure, vegetation, and those involving vehicles or aircraft
• Assist with medical aids from injuries or medical conditions • Respond to all types of hazardous materials spills, exposures, and releases • Assist with rescues such as swift water, vehicle collisions, confined spaces, and structural collapses
Table 18: Chino Valley Fire District Roles and Responsibilities CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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68 SAN BERNARDINO COUNTY OPERATIONAL AREA
Section 8605 of the California Emergency Services Act designates each county area as an Operational Area. Each Operational Area (OA) is made up of the county government, local governments, and special districts located within the county. During a State of Emergency, a State of War Emergency, or a Local Emergency the Operational Area is required to coordinate resources, priorities, and information and serve as a coordination/communication link to the State Mutual Aid system.
Per SB 1841 dated December 1, 1996, utilization of the Operational Area during emergencies is now mandatory for local governments wishing to receive financial reimbursement for personnel-related response costs. City of Chino passed Resolution No. 96 -04 adopting the Standardized Emergency Management System (SEMS), SB 1841, on January 16, 1996. This resolution confirms that the City of Chino is a signatory to the San Bernardino County Operational Area agreement. A San Bernardino County Operational Area Emergency Operations Plan was updated in 2025 . The San Bernardino County EOC serves as the OA EOC. It is physically located at 1743 Miro Way, Rialto, California.
CALIFORNIA GOVERNOR’S OFFICE OF EMERGENCY SERVICES
The California Governor’s Office of Emergency Services (Cal OES) is the next link in the Standardized Emergency Management System (SEMS). Cal OES is responsible for the coordination of overall state agency response to major disasters in support of local government.
The Agency is responsible for assuring the state’s readiness to respond to and recover from all hazards – natural, manmade, war -caused emergencies and disasters – and for assisting local governments in their emergency preparedness, response, recovery, and hazard mitigation efforts.
Cal OES is also responsible for administering Homeland Security and other Emergency Preparedness grants for local jurisdictions.
Due to its size and complexity, the State of California has been divided into six (6) Mutual Aid Regions and three (3) Administrative Regions. State OES Region al Managers and their respective staffs constitute the Regional Emergency Management Organization. Their stated mission is to coordinate and support local emergency management activities at the request of the Operational Area Coordinator. The OES Regional Administrator will assume the position of Regional EOC (REOC) Director. The State OES Region VI Manager and Region VI REOC are located at the Los Alamitos Armed Forces Regional Training Center.
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69 FEDERAL EMERGENCY MANAGEMENT AGENCY
The Federal Emergency Management Agency (FEMA) is one of the agencies that will oversee domestic disaster preparedness training and coordinate federal government disaster response. To coordinate the federal efforts, FEMA recommends, and the President appoints a Federal Coordinating Officer (FCO) for each state that is affected by a disaster. The FCO and the state response team set up a Disaster Field Office (DFO) near the disaster scene. It is from there that the federal and state personnel work together to carry out response and recovery functions.
FEMA's Region IX works in partnership with the emergency management agencies of Arizona, California, Hawaii, and Nevada, as well as the territories of American Samoa and Guam, the Commonwealth of the Northern Mariana Islands, the Republ ic of the Marshall Islands, and the Federated States of Micronesia. FEMA facilitates the delivery of all types of Federal response assistance to state and local governments. It also assists in recovering from an emergency or disaster.
SPECIAL DISTRICT, PRIVATE, AND NON-PROFIT AGENCIES
Depending on the size and kind of incident, involvement from special districts, utilities, volunteer organizations and/or private organizations may be necessary in Chino’s EOC. During EOC activations, these agencies respond to Chino-focused emergencies and will coordinate and communicate directly with staff in the EOC. Ideally, the agency will provide a representative to the EOC and will serve in the Management Section to better facilitate coordination.
The City of Chino has established relationships with a wide variety of special districts and agencies through the Chino Valley MET -Net. This group meets twice a year. (See Appendix D for a list of MET-Net Contacts.)
VOLUNTEER ORGANIZATIONS
The City of Chino Community Volunteer Corps is comprised of all volunteers serving the City of Chino. These volunteers may be used to assist the City in responding to a disaster. This corps of volunteers includes those assisting the Chino Police Department. These volunteers are well-trained and can assist with daily operations.
CHINO VALLEY MET-NET
The City of Chino coordinates the Chino Valley MET -Net group. (MET- Net stands for “a network of agencies Managing Emergencies Together.”) The MET -Net is co mprised of service organizations
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70 throughout the Chino Valley including Chino Valley Medical Center, Southern California Edison, Chino Valley Unified School District, Chino Valley Fire District, SoCal , Union Pacific Railroad, California Institution for Men, California Institution for Women, Cal Trans, California Highway Patrol, Canyon Ridge Hospital, American Red Cross, and many others. The group meets semi-annually and is comprised of the Emergency Managers and Public Information Officers for each of the agencies.
The MET-Net helps to establish strong, collaborative relationships with those agencies most likely to be working together after a disaster. (See Appendix D for a list of MET-Net Contacts)
CHINO FAITH-BASED COLLABORATIVE
The City of Chino also coordinates the Chino Faith-Based Collaborative. This group is comprised of representatives from places of worship and non -profit organizations who serve in the Chino Valley. The group meets semi -annually and discusses the programs and services available to C hino residents as well as emergency preparedness topics. This group may be used to assist the City of Chino in such areas as volunteer and donation management in times of disaster.
INDIVIDUALS AND HOUSEHOLDS
Although not formally a part of the City’s emerg ency operations, individuals, and households play an important role in the overall emergency management strategy. Community members can contribute by:
• Reducing hazards in their homes
• Preparing emergency supply kits and household emergency plans • Monitoring emergency communications carefully
• Volunteering with established organizations
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71 DIRECTION, CONTROL, AND COORDINATION
SEMS COORDINATION LEVELS
The Standard Emergency Management System (SEMS) is the system required by the California Government Code Section 8607(a) for managing response to multi -agency and multi-jurisdiction emergencies in California. SEMS incorporates the use of the Incident Command System (ICS), the Master Mutual Aid Agreement and existing mutual aid systems, the Operational Area concept, and multi-agency or inter-agency coordination. SEMS is an integrated management system, with five coordination levels:
1. Field – The Field Level is where emergency response personnel and resources, under the command of responsible officials, carry out tactical decisions and activities in direct response to an incident or threat.
2. Local Government – The Local Government level includes cities, counties, and special districts. Local governments manage and coordinate the overall emergency response and recovery activities within their jurisdiction. Local governments are required to use SEMS when their Emergency Operations Center (EOC) is activated, or a local emergency is declared or proclaimed to be eligible for state reimbursement of response-related costs.
3. Operational Area (OA) – An OA is the intermediate level of the state's emergency management organization which encompasses a county’s boundaries and all political subdivisions located within that county, including special districts. The OA facilitates and/or coordinates inform ation, resources, and decisions regarding priorities among local governments within the OA. The OA serves as the coordination and communication link between the Local Government Level and Regional Level. State, federal, and tribal jurisdictions in the OA may have statutory authorities for response similar to that at the local level.
4. Region – The Regional Level manages and coordinates information and resources among OAs within the mutual aid region and between the OA and the state level. The Regional Level also coordinates overall state agency support for emergency response activities within the region. California is divided into three California Office of Emergency Services (Cal OES) Administrative Regions – Inland, Coastal and Southern – which are further divided into six mutual aid regions. The Regional Level operates out of the Regional Emergency Operations Center (REOC).
5. State – The state level of SEMS prioritizes tasks and coordinates state resources in response to the requests from the regional level and coordinates mutual aid among the mutual aid regions and between the Regional Level and State Level. The state level also serves as the CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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72 coordination and communication link between the state and the fed eral emergency response system. The state level requests assistance from other state governments through the Emergency Management Assistance Compact (EMAC) and similar interstate compacts/agreements and coordinates with the Federal Emergency Management Agency (FEMA) when federal assistance is requested. T he state level operates out of the State Operations Center (SOC).
Coordination with Field Response
Communication and coordination among SEMS levels is clearly necessary for effective emergency response. I n a major emergency, the City of Chino’s EOC may be activated to coordinate overall response. Incident Commanders (ICs), in the field, may communicate directly with the EOC, or in some cases, may communicate instead with a Department Operations Center (DO C). The DOC would then be in direct communication with the EOC.
Coordination with San Bernardino County Operational Area Coordination and communication should be established early and often between the activated local government’s EOC and the Operational A rea (OA). The San Bernardino County Office of Emergency Services is managed by the San Bernardino County Fire Department.
Coordination with Special Districts
Special districts often have unique resources, capabilities, and vulnerabilities. Coordination a nd communications with the EOC should be established among special districts who are involved in emergency response. This may be accomplished in the field at the IC level, or within the EOC, or both. If the special district has their own DOC, communication with the City’s EOC will need to be coordinated for all agencies to effectively respond.
Coordination with Private and Non-profit Agencies
City EOCs will generally be a focal point for coordination of response activities with many non - governmental agencies. D uring an emergency, the City of Chino will establish communication with private and volunteer agencies that provide services in the Chino Valley. W henever possible, those agencies that are participating in the response should have a representative in the EOC.
Those agencies with a County -wide response (i.e., American Red Cross) should be represented at the Operational Area EOC. If agencies are unable to report to an EOC, alternate means of communication will be established.
FIELD/EOC COMMUNICATIONS AND COORDINATION
The primary source of communication with field personnel is the San Bernardino County-wide 800 MHz radio system. The Chino Police Department has its own Communications Center and dispatches for police personnel. Chino Valley Fire District is dispatched by CONFIRE. The City of CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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73 Chino Public Works Department does not have a dispatch center, but also uses the 800 MHz radio system. The Chino Police Communications Center can monitor the Public Works channels.
The Operations Section of the EOC w ill rely on the 800 MHz system to provide information from field personnel and ICs. However, should there be a disruption in the functionality of the 800 MHz radios, the Chino Police Department’s Community Emergency Response Team (CERT) volunteers will be activated. CERT volunteers may be stationed at the PD and/or in the field with officers. The EOC and the Mobile Command Vehicle are both equipped with ham radio base stations. There are a few police personnel who are licensed ham radio operators, and the t eam of CERT volunteers continues to grow. A plan is currently being developed as to the specifics of how the ham radios will be employed during an emergency.
In addition to ham radios, most police vehicles are equipped with VHF radios. These radios can be used if the 800 MHz radios are not functioning. The VHF radios are limited to line-of-sight and point- to-point contact between officers in the field.
Also, seven (7) satellite phones are assigned to key City personnel including the City Manager, Chief of Police, Emergency Services Coordinator, Public Works Director, and Communications Manager.
Additional satellite phones are in the Watch Commander’s Office (1) and the Police Department’s Mobile Command Center (1). They are portable and can be distributed to appropriate personnel as needed during an event.
Lastly, GETS/WPS is a federal program that allows those individuals with emergency management responsibilities the ability to make phone calls via landline or wireless phone when regular lines are congested. GETS cards have been issued to several City of Chino employees with emergency management responsibilities. Several employee cell phones have also been equipped with WPS.
GETS cards have also been placed in each department and each city facility.
FIELD/EOC DIRECTION AND CONTROL INTERFACE
The EOC is dependent upon field personnel to provide accurate and timely information so that City- wide situational awareness can be achieved, and prudent decisions can be made regarding the deployment of resources. The ICs have the responsibility of establishing and maintaining contact with the Operations Section of the EOC when no DOC has been activated. This responsibility holds true whether the incident is police, fire, or public works related.
The EOC has the responsibility of supporting and managing the deployment of resources to all events occurring in the c ity during a disaster. The EOC also has the responsibility of carrying out decisions made by Council as to how to prioritize the City’s re sponse to that disaster. Decisions made at the EOC level are not intended to direct tactical operations in the field. However, when CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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74 decisions must be made as to where to deploy limited resources, the operations at individual events may be impacted significantly.
FIELD COORDINATION WITH DEPARTMENT OPERATIONS CENTERS (DOCS) AND EOCS
In the event that there are numerous incidents occurring throughout the c ity all of which are demanding the same departmental resources, it may be necessary to activate Department Operations Centers (DOCs). These DOCs would be responsible for supporting and coordinating the command posts in the field. Incident commanders would report to the DOC rather than to the EOC with information such as: on- going situation summaries, resource requests, personnel assignments, etc. The DOC would then synthesize this information from all the incident sites and report it to the EOC. DOCs are an excellent way to help maintain situational awareness for both the department and for the EOC. A DOC ma y be activated even when an EOC is not. If there are multiple incidents in one department but external resources are not needed, a DOC may be activated to support those incidents. The decision to activate a DOC is made by the Department Director (or his/her designee).
Plans and protocols for a DOC in the Chino Police and Public Works departments are currently under development. The Chino Valley Fire District can stand -up a DOC at their administration building located at 14011 City Center Drive, Chino Hills, CA 91709.
MUTUAL AID
The Statewide mutual aid system is codified in the California Disaster and Civil Defense Master Mutual Aid Agreement. The Agreement was developed in 1950 and has been adopted by all counties and incorporated cities in the State of California, including the City of Chino. The Master Mutual Aid Agreement creates a formal structure wherein each local jurisdiction retains control of its own facilities, personnel, and resources, but may also receive or render assistance to other jurisdictions within the State. State government is obligated to provide assistance to local jurisdictions to the extent possible.
Mutual Aid Regions
To facilitate the coordination of mutual aid, the State has been divided into six OES Mutual Aid Regions (three Administrative Regions). Regional Fire & Rescue and Law Enforcement Coordinators are assigned at the Operational Area level. The City of Chino is in Mutual Aid Region VI , which includes the counties of Mono, Inyo, San Bernardino, Riverside, San Diego, and Imperial.
Responsibilities within the context of the State Emergency Plan Master Mutual Aid Agreement are:
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75 Incorporated Cities
• Develop and maintain an Emergency Management Plan
consistent with the State Emergency Operations Plan and the Master Mutual Aid Agreement
• Maintain liaison with neighboring jurisdictions, the San Bernardino County Operational Area, and State Office of Emergency Services (OES)
• Designate staging areas for the purpose of providing rally points for incoming mutual aid and a staging area for
support and recovery operations
Operational Areas
• Coordination of mutual aid within the Operational Area • Maintain liaison with Cal OES personnel
• Request mutual aid from the Cal OES Region VI Manager Cal OES - Region VI (REOC)
• Maintain liaison with State, Federal, and Local authorities • Provide planning guidance and assistance to Operational Area and Local jurisdictions • Respond to requests for mutual aid
• Provide a clearinghouse for emergency operation information
Cal OES - Headquarters (SOC)
• Perform executive functions assigned by the Governor
• Coordinate response and recovery operations of State agencies • Provide a Statewide clearinghouse for emergency operations information • Prepare and disseminate proclamations for the Governor • Receive and process requests for mutual aid
• Receive and process requests for federal disaster assistance • Direct the allocation of federal and out-of-State resources Mutual Aid Policies and Procedures
Mutual aid resources will be provided and utilized in accordance with t he Master Mutual Aid Agreement. These agreements include Fire & Rescue, Law Enforcement, Medical, Coroner, Building Inspector, and Public Works Agreements.
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76 • During a proclaimed emergency, inter -jurisdictional mutual aid will be coordinated at the appropriate Operational Area or Mutual Aid Regional Level whenever available resources are:
• Subject to State or federal control
• Subject to military control
• Located outside the requesting jurisdiction
• Allocated on a priority basis
• Local agencies should, whenever possible, provide incoming mutual aid forces with portable radios, using local frequencies
• Local agencies, receiving mutual aid, are responsible for logistical support of reporting personnel
• Requests for, and coordination of, mutual aid support will normally be accomplished through established channels (cities to Operational Areas to Mutual Aid Regions to State level). Fire and Law Enforcement mutual aid systems work directly from local fire to county fire, to region fire, to state fire and law enforcement fr om local police to county sheriff, to region, to state).
• Requests should specify, at a minimum:
1. Number and type of personnel needed
2. Type and amount of equipment needed
3. Reporting time and location
4. Authority to whom forces should report
5. Access routes
6. Estimated duration of operations
Mutual Aid Coordination
Formal mutual aid req uests will follow spec ified procedures and a re processed through pre - identified mutual aid coordinators. Mutual aid requests will follow discipline-specific chains (i.e. fire, law enforcement, emergency manager, etc.) from one level of government to the next. The mutual aid coordinator receives the m utual aid request and coordin ates the provision of resources from within the coordinator's geographic area of responsibility. In the event resources are unavailable at one level of government, the request is forwarded to the next higher level of government to be filled.
1. Field Level Requests: Requests for MMAA resources originate from the Field Level and are managed by the Incident Commander (IC). If the IC is unable to obtain the resource through existing local channels, the request is elevated to the next successive government level until obtained or cancelled.
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77 2. Local Government Request: Local jurisdictions are responsible for the protection of life and property within the municipal geographic boundaries. The local jurisdiction where the incident occurred should assess its resource inventory and existing local agreements to determine if the requested resource is available. When locally committed resources are exhausted and mutual aid is needed, the local official will request assistance from the OA Mutual Aid Coordinator.
3. Operational Area Requests: The OA is a composite of its politic al su bdivisions, (i.e. municipalities, contract cities, special districts and county agencies). The OA Mutual Aid Coordinator assesses the availability of resources within the OA and f ulfills the resource request based upon that assess ment. In the event resources are unavailabl e at the OA level, the request is forwarded to the responsible R egion Mutual Aid Coordinator to be filled.
4. Region Level Requests: The state is geographically divided into six Mutual Aid Regions.
For Law Enforcement Mutual Aid, Region I is divided into two sub-regions. Each Mutual Aid Region is co mprised of multiple Operational Areas and h as a Region al Mutual Aid Coordinator. The Region Mutual Aid Coordinator is g ranted the authority to coordinate the mutual aid response of discipline -specific resources within the Region to support a mutual aid req uest by a ju risdiction also within the Regi on. In the e vent resources are unavailable at the Region level, t he re quest is f orwarded to the State Mutual Aid Coordinator to be filled.
5. State Level Requests: On behalf of the Governor, the Director of Cal OES has the responsibility for coordination of state m utual aid resources in support of local jurisdictions during ti mes of emergency. The Director will analyze and coordinate the request by forwarding the request to an unaffected REOC or tasking an appropriate state agency to fill the need.
Interstate Mutual Aid
Mutual aid may also be obtained from other states. California is a member of the interstate Emergency Management Assistance Compact (EMAC), a congressionally ratified organization that provides form, structure, and procedures for rendering emergency assistance between states. After a state of emergency declaration, California can request and receive reimbursable assistance through EMAC for other member states quickly and efficiently without issues of liability. The Director of Cal OES and the states’ EMAC C oordinator are responsible for facilitating requests for assistance pursuant to EMAC.
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78 Volunteer and Private Mutual Aid
A significant component of the mutual aid system is through volunteer and private agencies. These include agencies such as the American Red Cross (ARC) and Salvation Army who mobilize to assist with mass care and sheltering. During these large -scale incidents, these agencies may provide a representative to the City of Chino EOC.
Many private agencies, churches, non- profits, and other or ganizations offer to provide their assistance during emergencies. The City of Chino coordinates a Faith- Based Collaborative that meets quarterly. Many of the organizations who are members of this collaborative may be able to assist with the City’s respons e to the disaster. If possible, the City may request a representative from the Collaborative to serve as liaison between the EOC and the responding agencies to help coordinate and track the services offered.
Mutual Aid Resource Management
It is the policy of the state that contracts and agreements for emergency response and disaster repair and restoration should be entered into by the lowest level of government. When local resources are exhausted and additional resources are required, resource requests (mission tasking)
will follow an established process for ordering, tracking, mobilizing, and demobilizing. Depending on the scale of the emergency, limited resources may need to be rationed or controlled.
Resource Ordering
All resource requests, at each level, must include the following:
• Clearly describe the current situation
• Describe the requested resources
• Specify the type or nature of the service the resource(s) will provided • Provide delivery location with a common map reference • Provide local contact at delivery location with primary and secondary means of contact • Prove the name of the requesting agency and/or OA Coordinator contact person • Indicate time frame needed and an estimate of duration; and • Resource request involving personnel and/or equipment with operators will need to indicate if logistical support is required, (e.g., food, shelter, fuel, and reasonable maintenance) Resource directories: Each state agency and local government entity should identify sources for materials and supplies internally and externally.
Daily updates: The requesting agencies are responsible to report to Cal OES the number and status of resources deployed on a mission daily.
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79 Federal assistance: When resources are not available within the state or through existi ng agreements with other states, California may request assistance from the federal government.
Requests for federal assistance during an emergency will be coordinated through the State Operations Center (SOC).
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80 INFORMATION COLLECTION, ANALYSIS, AND
DISSEMINATION
Emergency Operations Centers (EOCs) are responsible for gathering timely, accurate, accessible, and consistent intelligence during an Emergency. Situation reports should create a common operating picture and be used to adjust the operational goals, priorities, and strategies.
To ensure effective intelligence flow, emergency response agencies at all levels must establish communications systems and protocols to organize, integrate and coordinate intelligence among the affected agencies. The flow of situation reports among the levels of government should occur as:
• Field: Field situation reports should be disseminated to local EOC (or to a DOC if one has been activated).
• Local EOC: Local EOC will summarize reports received from the field, Department Operation Centers (DOCs) and other reporting disciplines and send to the Operational Area (OA) EOC. • OA EOC: The OA EOC will summarize reports received from local EOCs, county field units, county DOCs and other re porting disciplines, and forward to the Cal OES Regional Emergency Operations Center (REOC).
• REOC: The REOC will summarize situation reports received from the OA EOC, state field units, state DOCs and other reporting disciplines, and forward to the State Operations Center (SOC).
• SOC: The SOC will summarize situation reports received from the REOC, stat e DOCs, state agencies and other reporting disciplines, and distribute to state officials and others on the distribution list.
• Joint Field Office (JFO): When the state /federal JFO is activated, the REOC and SOC situation reports will be assimilated into t he JFO situation report. The REOC organization may be collocated with the federal organization at the JFO.
As an event unfolds in the Field, information from a variety of sources filters into the EOC. It is one of the responsibilities of the EOC to take t hat information and formulate an accurate picture of everything that is happening in the Field, creating "The Big Picture." This method provides for a balanced approach to support the entire event. The diagram to the left depicts the flow of information from field units such as Police, Fire, and Public Works to the Operations Section of the EOC. From the Operations Section, Field information is shared with other EOC Sections as appropriate. All information eventually flows to the Planning and Intelligence Section and “The Big CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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81 Picture” is displayed. From that the Management Section can determine priorities and objectives, leading the City’s response to the incident.
WebEOC
The City of Chino has access to the San Bernardino County OA’s WebEOC program, its emergency operations communications platform to share critical crisis information. This allows the City to enter information such as: significant events, resource requests, and status updates. This provides the Operational Area with a common operating picture, situational awareness, and information coordination throughout San Bernardino County during an emergency. This also allows Chino’s EOC responders the ability to see and share real time information with other agencies within the County.
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82 COMMUNICATIONS
INTEGRATED COMMUNICATION SYSTEMS
Integrated communications provide and enable connectivity between various levels of government, maintain contact among and between incident resources, achieve situational awareness, and facilitate information sharing between responders and the public.
Internal communications include all communications to staff and operational partners . This may include communication to stakeholders and other organizations with a direct role in the response efforts. Multiple redundant communication systems exist to support response operations. All staff who serve in an EOC position are responsible for understanding what communication options are available. Methods of communication may include:
• Face-to-face and written communication, including forms, briefings, meetings, and/or one- on-one conversation.
• Multiple redundant communication networks that include phone systems, video teleconference systems, satellite communications, public safety radio, and amateur radio. o Satellite phone: The City has five (5) satellite phones are also available for use during an emergency. These phones are currently housed on the Mobile Command Vehicle; one phone is in the Emergency Services Coordinator’s office. They are portable and can be distributed to appropriate personnel as needed during an event. o GETS/WPS: GETS/WPS is a federal program that allows those individuals with emergency management responsibilities the ability to make phone calls via landline or wireless phone when regular lines are congested. GETS cards have been issued to several City of Chino employees with emergency management responsibilities.
Several employee cell phones have also been equipped with WPS. GETS cards have also been placed in each department so that employees will be able to contact their loved ones should they be at work when a disaster occurs. All City facilities have been issued GETS cards, including school sites where the City hosts after-school programs. o Public Safety Radio: 800 MHz radios can be used by Chino Police Department and Chino Valley Fire District personnel to communicate in the field and into the EOC. o Amateur Radio : a radio room is located adjacent to the EOC and contains several handheld and mobile amateur radio stations. Amateur radio requires an FCC license to operate. Staff and volunteers with an FCC license will be able to operate radios and provide redundant communications as needed.
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83 • Web-based systems designed to enhance communication flow, inc luding WebEOC, and Microsoft Teams.
o WebEOC: emergency management -specific software that provides real- time information sharing of operational details from the City of Chino as well as across the San Bernardino County Operational Area in response to the inc ident, disaster, or planned event.
o Microsoft Teams: Microsoft Teams is a collaborative virtual communication platform offering workspace chat and videoconferencing , file storage, and application integration. Microsoft Teams is primarily used for in-progress document collaboration and internal communications, both between staff within the same EOC section and for section-to-section communications.
PUBLIC INFORMATION AND WARNING
Public information consists of the processes, procedures, and systems to communic ate timely , accurate and accessible information regarding an incident’s cause, size and status to the public, responders, City employees, elected officials, media, and additional stakeholders (both directly affected and indirectly affected). Information will be provided in plain language, through multiple platforms, and in accessible formats consistent with Americans with Disabilities Act (ADA) requirements and language access needs.
Public information functions are coordinated and integrated as part of the Multiagency Coordination System , including the Joint Information System and, when activated, a Joint Information Center to ensure consistent messaging across jurisdictions, agencies, and organizations at the local , county, state, tribal and federal levels. Coordination also includes collaboration with private sector and Non-Government Organizations (NGOs).
Public information operations include the collection, verification, approval, and dissemination of information; media relations; social media monitoring; rumor control; public inquiry response; mass notification; and proactive outreach to impacted communities. Messaging will be aligned with operational objectives and updated as conditions evolve.
PUBLIC INFORMATION RESOURCES
City of Chino maintains multiple communication tools and platforms to support the timely and accurate dissemination of emergency information to the public, media, employees, and partner agencies. The following resources are available to support public information operations.
CITY WEBSITE
The City of Chino’s official website serves as a central source of verified emergency information.
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84 During an incident, the website may be used to:
• Post emergency alerts and situation updates
• Provide evacuation maps and shelter information
• Share press releases and public safety guidance
• Host Frequently Asked Questions
• Provide recovery resources and assistance information The website will be updated regularly during activations and may serve as the primary repository of detailed information referenced in alerts and media briefings.
SOCIAL MEDIA PLATFORMS
The City maintains official social media accounts which are used to disseminate timely emergency information and updates.
These platforms include:
• Facebook
• Instagram
• X (formerly Twitter)
• YouTube
• Nextdoor
• LinkedIn
Social media platforms are used to:
• Share real-time updates
• Provide safety messaging and protective actions
• Broadcast press conferences or live updates
• Monitor public sentiment and identify misinformation
• Address rumors and provide corrections
Social media monitoring is conducted during emergency activations to support situational awareness and rumor control.
GOVERNMENT ACCESS TELEVISION
The local cable station for the City of Chino is Government Access Channel 3 - "Chino 3." The City of Chino operates Municipal Cable Television Chino- 3. Programming and bulletin board announcements are aired 24 hours a day, 7 days a week. This medium can be used to provide CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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85 pertinent information to City residents and businesses after a disaster. It can also be used as a tool to educate the public in preparedness -related topics. Emergency messaging disseminated through Chino -3 will be provided in accessible formats consistent with the Americans with Disabilities Act (ADA), including the use of captioning and other appropriate accessibility measures.
ALERT AND WARNING RESOURCES
CHINO NOTIFY
Chino Notify is one of many tools available to assist the City in notifying the public of emergency information. This mass communications system allows residents and businesses to register multiple contact methods to receive both emergency alerts and community (non -emergency) notifications. The system also has a database of resident and business information taken from White Pages data. The City has developed a publicity campaign that encourages all residents and businesses to register for this system.
Several City employees have been trained in the use of this system. Information can be distributed city-wide or to a particula r geographic area. Messages can be delivered via phone, text message, email, fax, or instant messaging. Polling messages can be issued asking residents or businesses to respond to a multiple -choice type of question. The system then tracks the response to these messages and tabulates them in a report for system Administrators.
INTEGRATED PUBLIC ALERT AND WARNING SYSTEM (IPAWS) AND WIRELESS
EMERGENCY ALERTS (WEA)
FEMA’s Integrated Public Alert and Warning System (IPAWS) allows authorities t o send Wireless Emergency Alerts (WEA), which are geographically targeted, text -like alerts to the public via their wireless handsets. WEAs use a unique signal and vibration to attract attention, which may be helpful to individuals with hearing or vision loss. The public does not need to sign up to receive WEAs, and wireless customers are not charged for the delivery of WEA messages.
Local alerting authorities must complete the necessary authentication steps to use the Integrated Public Alert and Waring System (IPAWS). The City of Chino is not authorized to send use IPAWS or send out WEAs. To send out a WEA, the City’s PIO must contact San Bernardino County OA EOC to request a WEA be sent. Before contacting the San Bernardino County OA EOC, the message must be written exactly as it is to be send and geographic areas for the messages need to be identified.
EMERGENCY ALERTING SYSTEM (EAS)
The PIO is the City’s contact with San Bernardino County OA EOC to activate the EAS. EAS is the recognized system that government uses for disseminating emergency public information to the CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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86 public. To get an emergency message on local radio stations, the PIO will contact the San Bernardino County Emergency Operations Center. Before contacting the San Bernardino County OA EOC, the message must be written exactly as it is to be read over the air.
EAS is a network of public broadcast stations and interconnecting facilities authorized by the Federal Communications Commission (FCC) to operate in a controlled manner during wartime, or during a state of disaster, or national emergency. The system is designed to provide a communication link between government authorities and the public. Priority for use is:
• Presidential messages
• Local programming
• State programming
• National programming and news
The local EAS stations for San Bernardino County are:
Radio Station Radio Station Call Sign Region
93.3 FM KBHR Big Bear Valley
95.1 FM KFRG High Desert / Valley
98.9 FM KHWY High Desert
102.3 FM KZXY Victor Valley
107.7 FM KCDZ Yucca Valley / Joshua Tree
1620 AM CalTrans Information Station
Table 19: San Bernardino County Emergency Alert System radio stations
JOINT INFORMATION CENTER
The Joint Information Center (JIC) is a central location that facilitates operation of the Joint Information System (JIS). It is a location where personnel with public information responsibilities perform critical emergency information functions, crisis communications, and public affairs functions. JICs may be established at the OA EOC, at incident sites, or can be components of Federal, State, tribal, territorial, regional, or local MACS (e.g., MAC Groups or EOCs). Typically, an incident-specific JIC is established at a single, on-scene location in coordination with federal, state, and local agencies (depending on the requirements of the incident) or at the national level (if the situation warrants. Informational releases are cleared through IC/UC, the EOC/MAC Group, and/or Federal officials in the case of Federally coordinated incidents to ensure consistent messages, avoid release of conflicting information, and prevent negative impact on operations. This formal process for informational releases ensures the protection of incident-sensitive information. Agencies may issue their own releases related to their poli cies, procedures, programs, and capabilities; however, these should be coordinated with the incident specific JIC(s). A single JIC location is preferable, but CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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87 the system is flexible and adaptable enough to accommodate virtual or multiple JIC locations, as required.
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88 ADMINISTRATION, FINANCE, AND LOGISTICS
ADMINISTRATION
Emergency management operations that support administration, finance, and logistical processes are primarily conducted within the Logistics and Finance Sections of the EOC and provide for the following:
• Track and document expenses
• Document all actions taking during emergency operations • Procure necessary equipment, resources, and additional support • Track and document city employee working hours
• Manage continuity of operations (COOP) for the city
• Develop staff rotation schedules for extended operations • Manage compensation and claims related to emergency operations • Track and document the deployment and utilization of resources • Manage additional staff and volunteers to support emergency operations • Manage financial and in-kind donations
• Oversee and manage information technology components and issues as they arise • Other actions as appropriate
ADMINISTRATIVE PRACTICES
Adherence to standard administrative and financial procedures is critical to ensure resources and funding to support response and recove ry activities are accurately tracked and accounted for.
Standard administrative and financial practices also support proper cost accounting to obtain any reimbursement provided through disaster assistance programs. The City of Chino follows administrative practices required by state law and the SEMS Guidelines in Part III of the SEMS Guidelines documents California’s Emergency Management administrative practices.
DOCUMENTATION
The Finance & Administration Section within the Emergency Operations Center will be responsible for maintaining records on damage assessment expenditures, recovery cost expenditures, insurance related documents, personnel overtime and other cost associated with the emergency.
FINANCE
In the case of a major disaster, the Emergency Op erations Center will support with cost recovery efforts. City residents may benefit from the Small Business Administration, and the City may benefit CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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89 from the State and/or the Federal Emergency Management Agency Public Assistance Program.
The City may help residents with public service announcements regarding available unemployment benefits, worker’s compensation, and insurance benefits.
EXPENDITURE TRACKING
The City of Chino may be reimbursed for insurance, state, and/or federal sources for disaster-related expenses. The purpose of this section is to provide guidance on the record keeping requirements for claiming such expenses.
ELIGIBLE EXPENSES
Eligible costs are extraordinary costs incurred while providing emergency services required by the direct impact of a declared disaster and which service is the responsibility of the applicant agency.
Eligible costs are generally considered to be the net costs over and above any increased revenue or subsidy of the emergency service. Ineligible expenses include costs for standby personnel and/or equipment and lost revenue.
RECORDKEEPING REQUIREMENTS
State and federal governments require detailed information to support claims for reimbursement.
Funding will be approved or denied based upon the information supplied by applicant agencies.
Documentation supporting all cost claimed will be required, and all information must relate back to individual original source records. The following guidelines should be followed when documenting disaster-related reimbursable expenses:
• Costs and revenue associated with emergency operations should be segregated from normal operating expenses
• Separate records should be maintained for each vehicle and piece of heavy equipment used for emergency operations
• Vehicles and equipment documentation should include the limes and/or hours operated by location and operator
• Vehicle operating expenses should include fuel, tires, and maintenance • Labor costs should be compiled separate from vehicle and/or equipment expenses • Equipment documentation should include exactly where the equipment was used and for what; hours and minutes used; and the name of the equipment operator if applicable • Revenues and subsidies for emergency operations must be subtracted from any costs claimed
• Requisitions, purchase orders, and invoices must be maintained for all supplies, materials and equipment expenses claimed
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90 • Costs for supplies and materials must include documentation of exactly where resources were used and for what purpose
• All non-competitive procurements must be justified
Expenditure tracking should commence upon notice or obvious occurrence of a disaster. The following section focuses on logistics and resource management, priorities, and requests.
LOGISITICS
For the City of Chino, logistics before an emergency include:
• Maintaining an accurate list of city-owned equipment and resources • Stockpile supplies
• Designate emergency facilities (i.e., shelter sites)
• Establish mutual aid agreements
• Prepare a resource contact list (vendors, open PO’s, emergency contact information, etc.) Logistics during an emergency include:
• Move emergency equipment into place
• Arrange for food and transportation
• Arrange for shelter facilities
• Request mutual aid as needed
• Provide backup power and communications as needed
RESOURCE MANAGEMENT
The resource management function describes the system that will be utilized for identifying available resources within the City to enable timely, efficient, and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under the National Incident Management System (NIMS) includes mutual aid and assistance agreements, the use of special federal, state, territorial, tribal, and local teams, and resource mobilization protocols.
This function specifically includes the management of personnel for emergency management operations and addresses necessary coordination efforts with local jurisdictions to secure necessary support and resources.
RESOURCE PRIORITIES
When activated, the City Emergency Operations Cent er establishes priorities for resource allocation during the emergency. All City resources are considered part of a pool, which may be allocated by the Emergency Operations Center to fulfill priority missions. Each department retains CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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RESOURCE REQUESTS
Resource requests will be made through one of the following processes:
• Discipline-specific (usually Fire and Law) mutual aid systems: Request for resources that are normally within the inventories of the mutual aid system will go from local coordinator to Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordinator. • All other resource request will be made through the logistics function at each level.
Resource request from the City will be coordinated with the San Bernardino County Operational Area Emergency Operations Center to determine if the resource is available internally or other more appropriate sources located within t he Operational Area. Emergency Management Mutual Aid Coordinators at each level will keep the Operations Chief informed of the status of resource request and allocations. Coordinators at each level will communicate and coordinate with each other to maintain status on resource requests and allocations within the disaster area.
Resource requests from the City Emergency Operations Center to the San Bernardino County Operational Area Emergency Operations Center may be verbally requested and then documented.
Available resources will be allocated to the requesting local government, if a request for a specific resource exceed the supply, the available resources will be allocated consistent with the priorities established through the action planning process. The Section Chiefs in the Emergency Operations Center are responsible for ensuring that priorities are followed.
Resource requests for equipment, personnel, or technical assistance not available to the City should be coordinated with the San Bernardino County O perational Area Emergency Operations Center to the Southern Region Regional Emergency Operations Center. Once the request is coordinated, approved and resources deployed, planning in coordination with various Operational Branches, is important for tracking the resources.
The City of Chino has logistical resources at its disposal to support regular daily operations. In an emergency, depending on the type and scope, the City would reach out to local vendors as well as those with whom the City has already established a relationship with. (See Appendix C for a list of vendors with whom the City of Chino has open Purchase Orders.)
EMERGENCY SUPPLIES FOR CITY EMPLOYEES
Three (3) 40’ shipping containers located at the City of Chino Services Center (5050 Schaefer Avenue) house emergency supplies for mass care operations and for City employees who are CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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The City of Chino’s Director of Emergency Services, with assistance from the City’s Emergency Services Coordinator, is responsible for ensuring that necessary changes and revisions to this plan are prepared, coordinated, published, and distributed. Each City department and entity discussed in this plan is responsible to upgrade its portion of the plan and Standard Operating Procedures (SOPs) as required based on identified deficiencies experienced in dril ls, exercises, or actual emergencies and changes in government structure and emergency response organizations.
The plan will be reviewed annually and updated every five (5) years. Revisions to the plan will be forwarded to the Emergency Services Coordinator of the Police Department who will make changes to the original plan and then forward revisions using the Record of Changes Form.
STANDARD OPERATING PROCEDURES (SOP) DEVELOPMENT
Each department will determine the need for a Standard Operating Procedure (SOP). The department SOP will include a matrix, personnel assignments, resource lists, and checklists.
Department SOPs discuss how the department will accomplish its responsibilities as outlined in the City Emergency Operations Plan. They are p hysically located in the appropriate department and in the EOC. Development of SOPs is the responsibility of each Department.
The Chino Police Department has developed a “Critical Incident Response Manual” that provides field personnel with a SOP checklist for thirty types of Critical Incidents. This manual was distributed to Police Department’s Leadership Team Members, the Communications Bureau, and C orporals.
A copy of this manual is also kept in the EOC.
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City of Chino Authorities and References
• City of Chino Municipal Code Chapter 2.48 Emergency Services • City of Chino Municipal Code Chapter 3.32 Purchasing System (Ordinance 2024-013) • Resolution No. 326 adopting the Master Mutual Aid Agreement, adopted December 19, 1950 • Resolution No. 88 -058 adopting Workmen’s Compensation Benefits for Disaster Service Workers, adopted August 2, 1988
• Resolution No. 96-04 adopting the SEMS Organizational Format for use by the City of Chino during a disaster or emergency incident, adopted January 22, 1996 • Resolution No. 2006 -057 adopting the National Incident Management System integration with SEMS, adopted July 28, 2006
• Resolution No. 2025-060 adopting the 2025 City of Chino Local Hazard Mitigation Plan • 2025 City of Chino Local Hazard Mitigation Plan
• City of Chino 2045 General Plan, Hazards, Safety, and Noise Element
State of California Authorities and References
• California Standardized Emergency Management System Regulations (Chap. 1 Div. 2 19 CCR §§2400 - 2450 and Gov. Code §8607(a))
• Government Code section 8593.3, subdivision (a) (AB 2311, Brown, Chapter 520, 2016 and AB 2645, Rodriguez, Chapter 247, 2022)
• Government Code section 8593.10 (AB 781, Maeinschein, Chapter 344, 2023) • Government Code section 7299.7 (AB 1638, Fong, Chapter 587, 2023) • California Emergency Services Act, 2025
• California State Emergency Plan, 2024
• California Master Mutual Aid Agreement
• California Emergency Management Mutual Aid Plan, March 2022 • Legal Guidelines for Controlling Movement of People and Property During an Emergency (1999)
• Standardized Emergency Management System (SEMS) Regulations (Chapter 1 of Division 2 of Title 19 of the California Code of Regulations 2400 -2450 and Government Code Section 8607[a])
• Govt. Code Title 1, Div. 4, Ch.8, 3100 - 3101 Disaster Service Workers • Fire Service and Rescue Emergency Mutual Aid Plan (Cal OES), February 2023 CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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• Americans with Disabilities Act of 1990 (PL 101-336) as amended • Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans (2021)
• Homeland Security Presidential Directive 5, Management of Domestic Incidents • Homeland Security Presidential Directive/HSPD 8 National Preparedness • Pets Evacuation and Transportation Standards Act of 2006 (PL 109-308) • Post Katrina Emergency Management Reform Act of 2006 (PL-109-295) • National Incident Management System (NIMS) – Department of Homeland Security (2017) • National Response Framework (NRF) - Department of Homeland Security (2019) • Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (P.L. 93 -288, as amended)
• Federal Disaster Relief Act of 1974
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Appendix A: Glossary of Terms
Appendix B: References
Appendix C: Resources
Appendix D: Contact List
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Access and Functional Needs (AFN): Individuals who have physical, developmental, or intellectual disabilities; chronic conditions or injuries; limited English proficiency; are older adults or children; have low income, are homeless and/or transportation disadvantaged (e.g., dependent on pub lic transit); or who are pregnant.
Action Plan (AP): See EOC Action Plan and Incident Action Plan.
After-Action Report (AAR): A report that examines response actions, application of SEMS, modifications to plans and procedures, training needs and recover y activities. After action reports are required under SEMS after any emergency that requires a declaration of an emergency.
Reports must be submitted within 90 days to CalEMA.
Agency: A division of government with a specific function offering a particula r kind of assistance.
In the Incident Command System (ICS), agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance). Governmental organizations are most often in charge of an incident, though in certain circumstances private sector organizations may be included. Additionally, Non - Governmental Organizations (NGOs) may be included to provide support.
All-Hazards: Any incident, natural or manmade, that warrants action to protect life, property, environment, public health, or safety and minimize disruptions of government, social, or economic activities.
California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA): An agreement entered into by and between the State of California, its various departments and agencies and the various political subdivisions, municipal corporations and public agencies of the State of California to assist each other by providing resources during an eme rgency. Mutual Aid occurs when two or more parties agree to furnish resources and facilities and to render services to each other in response to any type of disaster or emergency.
California Emergency Functions (CA -ESF): The California Emergency Support Functions are a grouping of state agencies, departments, and other stakeholders with similar functional activities/responsibilities whose responsibilities lend to improving the state’s ability to collaboratively prepare for, effectively mitigate, cohesively respond to and rapidly recover from any emergency. California Emergency Support Functions unify a broad-spectrum of stakeholders with various capabilities, resources, and authorities to improve collaboration and coordination for a particular discipline. They also provide a framework for the state government to support regional CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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California Emergency Services Act (ESA): An Act within the California Government Code to insure that preparations within the state will be adequate to deal with natural, manmade, or war-caused emergencies which result in conditions of disaster or in extreme peril to life, property and the natural resources of the state and generally to protect the health and safety and preserve the lives and property of the people of the state.
Catastrophe: Any natural or manmade incident, including terrorism that results in extraordinary levels of mass casualties, dam age, or disruption severely affecting the population, infrastructure, environment, economy, national morale, and/or government functions.
Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority.
Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the SEMS EOC levels.
Command Post: See Incident Command Post.
Command Staff: The Command Staff at the SEMS Field Level consists of the Information Officer, Safety Officer and Liaison Officer. They report directly to the Incident Commander. They may have an assistant or assistants, as needed. These officers are also found at the EOC levels in SEMS and they report directly to the EOC Director and comprise the Management Staff. They may have an assistant or assistants, as needed.
Common Terminology: Normally used words and phrases -avoids the use of different words/phrases for same concepts, consistency, to allow diverse incident management and support organizations to work together across a wide variety of incident management functions and hazard scenarios.
Continuity of Government (COG): Activities that address the continuance of constitutional governance. COG planning aims to preserve and/or reconstitute the institution of government and ensure that a department or agency’s constitutional, legislative, and/or administrative responsibilities are maintained. This is accomplished through succession of leadership, the pre - delegation of emergency authority and active command and control during response and recovery operations.
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Corrective Actions: Implementing procedures that are based on lessons learned from actual incidents or from training and exercises.
Cost Unit: Functional unit within the Finance & Administration Section responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost-saving measures.
Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters.
Cyber Threat: An act or threat that poses potentially devastating disruptions to critical infrastructure, including essential communications such as voice, email, and Internet connectivity Cyber Security: The protection of data and systems in networks that are connected to the internet, including measures to protect critical infrastructure services. These services may include essential communications such as voice, email, and internet connectivity.
Demobilization: The orderly, safe, and efficient return of an incident resource to its original location and status.
Department Operations Center (DOC): An Emergency Operations Center (EOC), specific to a single department or agency. Their focus is on internal agency incident management and response. They are often linked to and, in most cases, are physically represented in a combined agency EOC by authorized agent(s) for the department or agency.
Disaster: A sudden calamitous emergency event bringing great damage loss or destruction.
Division: The partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Section Chief. A Division is located within the ICS organization between the Branch and resources in the Operations Section.
Documentation Unit: Functional unit within the Planning & Intelligence Section responsible for collecting, distributing, recording, and safeguarding all documents relevant to an incident or within an EOC.
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Emergency: Any incident(s), whether natural or manmade, that requires responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the President, federal assistance is needed to supplement state and local efforts and capabilities to save lives and to protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States.
Emergency Management Assistance Compact (EMAC): A congressionally ratified organization that provides form and structure to interstate mutual aid. Through EMAC, a disaster-affected state can request and receive assistance from other member states quickly and efficiently, resolving two key issues upfront: liability and reimbursement.
Emergency Management Community: The stakeholders in emergency response in California including the residents of California, the private sector and federal, state, local and tribal governments.
Emergency Operations Center (EOC): The physical location at which the coordination of information and resources to support incident management (on- scene operations) activities normally takes place. An EOC may be a temporary facility or may be in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOC may be organized by major functional disciplines (e.g., fire, law enforcement and medical services), by jurisdiction (e.g., federal, state, regional, tribal, city, county), or some combination thereof.
Emergency Operations P lan: The ongoing plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards.
Emergency Response Agency: Any organization responding to an emergency, or providing mutual aid support to such an organization, whether in the field, at the scene of an incident, or to an operations center. Emergency Response Personnel: Personnel affiliated with or sponsored by emergency response agencies.
EOC Action Plan: The plan developed at SEMS EOC levels, which contains objectives, actions to be taken, assignments and supporting information for the next operational period.
Essential Facilities: Police, fire, emergency operations centers, schools, medical facilities, and other resources that have a role in an effective and coordinated emergency response.
Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas and their reception and care in safe areas.
Federal: Of or pertaining to the federal government of the United States of America.
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Finance & Administration Section: The section responsible for all administrative and financial considerations surrounding an incident or EOC activation.
Function: Function refers to the five major activities in ICS : Command, Operations, Planning, Logistics and Finance & Administration. The same five functions are also found at all SEMS EOC Levels. At the EOC, the term Management replaces Command. The term function is also used when describing the activity involved, (e.g. the planning function). A sixth function, Intelligence/Investigations, may be established, if required, to meet emergency management needs.
Group: Established to divide the incident management structure into functional areas of operation.
Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups, when activated, are located between branches and resources in the Operations Section. See Division.
Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.
Incident: An occurrence or event, natural or man-made, that requires a response to protect life or property. Incidents can, for example, include major disasters, emergencies, ter rorist attacks, terrorist threats, civil unrest, wild -land and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, tsunamis, war - related disasters, public health and medical emergencies and other occurrences requiring an emergency response.
Incident Action Plan (IAP): An oral or written plan containing general objectives reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods. At the SEMS EOC level it is called the EOC Action Plan.
Incident Co mmand: Responsible for overall management of the incident and consists of the Incident Commander, either single or unified command and any assigned supporting staff.
Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics and the ordering and the release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.
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Incident Command Post (ICP): The field location where the primary functions are performed. The ICP may be co-located with the incident base or other incident facilities.
Incident Command System (ICS): A standardized on -scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hind ered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field-level incident management operations.
Information: Pieces of raw, unanalyzed data that identifies persons, evidence, events; or illustrates processes that specify the occurrence of an event. May be objective or subjective and is intended for both internal analysis and external (news media) application. Information is the “currency” that produces intelligence.
Intelligence: Product of an analytical process that evaluates information collected from diverse sources, integrates the relevant information into a cohesive package and produces a conclusion or estimate. Information must be real, accurate and verified before it becomes intelligence for planning purposes. Intelligence relates to the specific details involving the activities of an incident or EOC and current and expected conditions and how they affect the a ctions taken to achieve operational period objectives. Intelligence is an aspect of information. Intelligence is primarily intended for internal use and not for public dissemination.
Interoperability: Allows emergency management/response personnel and the ir affiliated organizations to communicate within and across agencies and jurisdictions via voice, data, or video-on-demand, in real-time, when needed and when authorized.
Joint Information Center (JIC): A facility established to coordinate all incident -related public information activities. It is the central point of contact for all news media. Public information officials from all participating agencies should co-locate at the JIC.
Joint Information System (JIS): Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, accurate, accessible, timely and complete information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the IC; advising the IC concerning public affairs issues that could affect a response effort; and CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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controlling rumors a nd inaccurate information that could undermine public confidence in the emergency response effort.
Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., federal, state, tribal and local bounda ry lines) or functional (e.g., law enforcement, public health).
Key Resources: Any publicly or privately controlled resources essential to the minimal operations of the economy and government.
Liaison Officer: A member of the Command Staff (Management St aff at the SEMS EOC Levels) responsible for coordinating with representatives from cooperating and assisting agencies or organizations. At SEMS EOC Levels, reports directly to the EOC Director, and coordinates the initial entry of Agency Representatives i nto the Operations Center and provides guidance and support for them as required.
Local Government: According to Code of Federal Regulations , a county, municipality, city, town, township, local public authority, school district, special district, intrasta te district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under state law), regional or interstate government entity, or agency or instrumentality of a local government; an Indian tribe or authorized tribal entity, or in Alaska a Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity.
Logistics: Providing resources and other services to support incident management.
Logistics Section: The section responsible for providing facilities, services, and material support for an incident or EOC activation.
Management Staff: See Command Staff.
Mitigation: Provides a critical foundation in the effort to reduce the loss of life and property from natural and/or manmade disasters by avoiding or lessening the impact of a disaster and providing value to the public by creating safer communities. Mitigation seeks to fix the cycle of disaster damage, reconstruction, and repeated damage. These activities or actions, in most cases, will have a long-term sustained effect.
Mobilization: The process and procedures used by all organizations—federal, state, tribal and local- for activating, assembling, and transporting all resources that have been requested to respond to or support an incident.
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Multiagency or Inter-Agency Coordination: The participation of agencies and disciplines involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.
Multiagency Coordination Group (MAC Group): Typically, administrators/executives, or their appointed representatives, who are authorized to commit agency resources and funds, are brought together and form MAC Groups. MAC Groups may also be known as multiagency committees, emergency management committees, or as otherwise defined by the System. It can provide coordinated decision makin g and resource allocation among cooperating agencies and may establish the priorities among incidents, harmonize agency policies and provide strategic guidance and direction to support incident management activities.
Multiagency Coordination System(s) (MA CS): Multiagency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration and information coordination. The elements of multiagency coordination systems include facilities, equipment, personnel, procedures, and communications.
Two of the most used elements are EOC and MAC Groups. These systems assist agencies and organizations responding to an incident.
Mutual Aid Agreements and/or Assistance Agreeme nts: Written or oral agreements between and among agencies/organizations and/or jurisdictions that provide a mechanism to quickly obtain emergency assistance in the form of personnel, equipment, materials, and other associated services. The primary objective is to facilitate rapid, short-term deployment of emergency support prior to, during, and/or after an incident.
Mutual Aid Coordinator: An individual at local government, Operational Area, Region, or State Level that is responsible to coordinate the process of requesting, obtaining, processing, and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system.
Mutual Aid Region: A mutual aid region is a subdivision of CalEMA established to assist in the coordination of mutual aid and other emergency operations within a geographical area of the state, consisting of two or more Operational Areas.
National: Of a nationwide character, including the federal, state, tribal and local aspects of governance and policy.
National Incident Management System (NIMS): Provides a systematic, proactive approach guiding government agencies at all levels, the private sector, and non-governmental organizations CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, to reduce the loss of life or property and harm to the environment.
National Response Framework (NRF): A guide to how the nation conducts all -hazards incident management.
Non-governmental Organization (NGO): An entity with an association that is based on the interests of its members, individuals, or institut ions. It is not created by a government, but it may work cooperatively with the government. Such organizations serve a public purpose, not a private benefit. Examples of NGO include faith-based charity organizations and the American Red Cross.
Officer: 1) The ICS title for the personnel responsible for the Command Staff (Management Staff at EOC) positions of Safety, Liaison and Public Information. 2) One who holds an office or post; especially one elected or appointed to a position of authority or trust in a corporation, government, institution, etc.
Operational Area (OA): An intermediate level of the state emergency organization, consisting of a county and all other political subdivisions within the geographical boundaries of the county.
Operational Period: The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan. Operational periods can be of various lengths, although usually they last 12-24 hours.
Operations Section: The section responsible for all tac tical incident operations and implementation of the Incident Action Plan. In ICS, it normally includes subordinate branches, divisions, and/or groups. At the SEMS EOC levels the section is responsible for the coordination of operational activities. The Ope rations Section at an EOC contains branches, groups, or units necessary to maintain appropriate span of control.
Organization: Any association or group of persons with like objectives. Examples include, but are not limited to, governmental departments and agencies, private sector, and/or non- governmental organizations.
Planning Section: The section responsible for the collection, evaluation and dissemination of operational information related to the incident or EOC activities and for the preparation and documentation of the IAP or EOC action plan respectively. This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident or EOC activation.
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Political Subdivisions: Includes any city, city and county, county, tax or assessment district, or other legally authorized local governmental entity with jurisdictional boundaries.
Preparedness: A continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action to ensure effective coordination during incident response.
Within NIMS, preparedness focuses on the following elements: planning, procedures and protocols, training and exercises, personnel qualification and certification and equipment certification.
Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring.
Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may i nclude such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing proce sses; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice.
Private Sector: Organizations and entities that are not part of any governmental structure. The private sector includes for -profit and not- for-profit organizations, formal and informal structures, commerce, and industry.
Protocols: Sets of established guidelines for actions (which may be designated by individuals, teams, functions, or capabilities) under various specified conditions.
Public Information: Processes, procedures, and systems for communicating timely, accurate and accessible information on the incident’s cause, size, and current situation; resources committed; and other matters of general interest to the public, responders, and additional stakeholders (both directly affected and indirectly affected).
Public Information Officer (PIO): A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements.
Recovery: The development, coordination and execution of service- and site-restoration plans; the reconstitution of government operations and services; individual, private –sector, non - governmental and public assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental and economic restoration; evaluation of the incident to identify lessons learned; post incident reporting; and development of initiatives to mitigate the effects of future incidents.
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Region Emergency Operations Center (REOC): Facilities found at CalEMA Administrative Regions.
REOC provide centralized coordination of resources among Operational Areas within their respective regions and between the Operational Areas and the State Level.
Reimbursement: Provides a mechanism to recoup funds expended for incident-specific activities.
Resource Management: Efficient emergency management and incident response requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under NIMS includes mutual aid agreements and assistance agreements; the use of special federal, state, tribal and local teams; and resource mobilization protocols.
Resources: Personnel and major items of equipment, supplies and facilities available or potentially available for assignment to incident operations and for which status is maintained. Resources ar e described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC.
Response: Activities that address the short -term, direct effects of an incident. Response includes immediate actions to save lives, protect property and meet basic human needs. Response also includes the execution of EOP and of mitigation activities designed to limit the loss of life, personal injury, property damage and other unfavorable outcomes. As indicated by the situation, respon se activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and agricultural su rveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity and apprehending actual perpetrators and bringing them to justice.
Response Personnel: Includes federal, state, territorial, tribal, sub -state regional and local governments, private sector organizations, critical infrastructure owners and operators, NGO and all other organizations and individuals who assume an emergency management role. Also known as an Emergency Responder.
Safety Officer: A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for monitoring incident operations and advising the IC on all matters relating to operational safety, including the health and safety of emergency responder personnel. The Safety Officer may have assistants.
Section: 1) The organizational level having responsibility for a major functional area of incident or EOC Management, (e.g. Operations, Planning, Logistic s, Finance & Administration) and CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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Intelligence/ Investigations (if established). The section is organizationally situated between the branch and the Incident Command. 2) A separate part or division as: a. A portion of a book, treatise, or writing. b. A subdivision of a chapter. c. A division of law.
Situation Report: Often contain confirmed or verified information regarding the specific details relating to the incident.
Span of Control: The number of resources for which a supervisor is responsible, usually expressed as the ratio of supervisors to individuals. (Under NIMS, an appropriate span of control is between 1:3 and 1:7, with optimal being 1:5.)
Special District: A unit of local government (other than a city, county, or city and county) with authority or responsibility to own, operate and maintain systems, programs, services, or projects (as defined in California Code of Regulations (CCR) Section 2900(s) for purposes of natural disa ster assistance. This may include a joint powers authority established under Section 6500 et. seq. of the Code.
Stafford Act: The Robert T. Stafford Disaster Relief and Emergency Assistance Act establishes the programs and processes for the federal government to provide disaster and emergency assistance to states, local governments, tribal nations, individuals, and qualified private nonprofit organizations. The provisions of the Stafford Act cover all- hazards including natural disasters and terrorist events. Relevant provisions of the Stafford Act include a process for Governors to request federal disaster and emergency assistance from the President. The President may declare a major disaster or emergency.
Staging Area: Established on an incident for the t emporary location of available resources. A Staging Area can be any location on an incident in which personnel, supplies and equipment can be temporarily housed or parked while awaiting operational assignment.
Standard Operating Procedure (SOP): Complete reference document or an operations manual that provides the purpose, authorities, duration, and details for the preferred method of performing a single function or several interrelated functions in a uniform manner.
Standardized Emergency Management Syst em (SEMS): A system required by California Government Code and established by regulations for managing response to multiagency and multijurisdictional emergencies in California. SEMS consists of five organizational levels, which are activated as necessary: Field response, Local Government, Operational Area, Region, and State. The State of California designated emergency management structure for all government agencies, jurisdictions and districts mandated by law. Failure to comply with this law may result in the loss of CITY OF CHINO – EMERGENCY OPERATIONS PLAN
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all State and federal funding for expenses incurred while dealing with a natural- or human-caused disaster.
State: When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands, and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Public Law 107−296, 116 Stat. 2135 (2002).
State Operations Center (SOC): The SOC is operated by the California Emergency Management Agency at the State Level in SEMS. It is responsible for centralized coordination of state resources in support of the three CalEMA Administrative Regional Emergency Operations Centers (REOCs). It is also responsible for providing updated situation reports to the Governor and legislature.
Strategy: The general plan or direction selected to accomplish incident objectives.
System: An integrated combination of people, equipment and processes that work in a coordinated manner to achieve a specific desired output under specific conditions.
Technical Assistance: Support provided to state, tribal and local jurisdictions when they have the resources but lack the complete knowledge and skills needed to perform a required activity (such as mobile-home park design or hazardous material assessments).
Technical Specialists: Personnel with special skills that can be used anywhere within the SEMS organization. No minimum qualifications are prescribed, as technical specialists normally perform the same duties during an incident that they perform in their everyday jobs, and they are typically certified in their fields or professions.
Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous to human life or potentially destructive of critical infrastructure or key resources; is a violation of the criminal laws of the United States or of any state or other subdivision of the United States in which it occurs; and is intended to intimidate or coerce the civilian population, or influence or affect the conduct of a government by mass destruction, assassination, or kidnapping.
See Section 2 (15), Homeland Security Act of 2002, Public Law 107−296, 116 Stat. 2135 (2002).
Threat: An indication of possible violence, harm, or danger.
Tools: Those instruments and capabilities that allow for the professional performance of tasks, such as information systems, agreements, doctrine, capabilities, and legislative authorities.
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Tribal: Any Indian tribe, band, nation, or other organized group or community, including any Alaskan Native Village as defined in or established pursuant to the Alaskan Native Claims Settlement Act (85 stat. 688) [43 U.S.C.A. and 1601 et seq.].
Type: 1) An ICS resource classification that refers to capability. Type 1 is generally considered to be more capable than Types 2, 3, or 4, respectively, because of size, power, capacity, or (in the case of incident management teams) experience and qualifications. 2) A class, kind, or group sharing one or more characteristics; category. 3) A variety or style of a particular class or kind of things.
Unified Command: An ICS application used when more than one agency has incident jurisdiction or when incidents cro ss political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP.
Unit: The organizational element with functional responsibility for a specific incident planning, logistics, or finance/administration activity.
Vital Records: The essential agency records that are needed to meet operational responsibilities under national secur ity emergencies or other emergency or disaster conditions (emergency operating records), or to protect the legal and financial rights of the Government and those affected by Government activities (legal and financial rights records).
Volunteer: For purposes of NIMS, a volunteer is any individual accepted to perform services by the lead agency (which has authority to accept volunteer services) when the individual performs services without promise, expectation, or receipt of compensation for services perform ed. See 16 U.S.C. 742f(c) and 29 CFR 553.101.
Whole Community: A means by which residents, emergency management practitioners, organizational and community leaders, and government officials can collectively understand and assess the needs of their respective communities and determine the best ways to organize and strengthen their assets, capacities, and interests.
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APPENDIX C: RESOURCES
The City of Chino maintains a database of vendors that can be called upon during an emergency. Below are examples of lists that are maintained the Purchasing Division of the City’s Finance Department and the City’s Public Works Department.
EMERGENCY VENDORS
Vendor Name Email
Vendor
Contact Vendor Phone
24-Hour
Contact
24-Hour
Phone Categories Provided
Bali Construction, Inc. [email protected] Will Harris 626-838-5848 Javier Ortega 626-890-7906 Backhoe with operator; Bulldozer with
operator; Bypass Pumping Contractors;
Debris Removal; Disposal/Hauling;
Drainage; Dump Truck with operator;
Earthwork/Debris Removal; Erosion
Control; Front End Loader with operator;
General Contractors; Public Works and
Engineering; PVC/Poly Contractors;
Roads & Traffic Control; Roadway
Construction; Rock Slope Protection;
Temporary Laborers; Water Tanker with
operator
Christensen Brothers
General Engineering
Inc. [email protected]
Leona
Christensen 760-240-5236 Jorge Avila 760-953-1112
Backhoe with operator; Debris Removal;
Dump Truck with operator;
Earthwork/Debris Removal; Equipment-
Heavy; Front End Loader with operator;
Paving Contractors; Public Works and
Engineering
Engine Saver Reboring [email protected]
Richard King
Buchbinder 951-703-5565
Richard King
Buchbinder 951-703-5565
Mechanical Parts; Safety & Medical
equipment and supplies
Foothill Pressure
Washing LLC
[email protected]
om Derek Wnek 909-323-6122 Derek Wnek 714-342-3404 Janitorial Services Fuego Me Up [email protected]
Nicholas
Nguyen 909-905-9905
Nicholas
Nguyen 909-905-9905
Food and Water; Mobile Food Catering
Wagons; Prepared Foods
HDRX, LLC [email protected] Brett Darnell 951-903-8796 Brett Darnell 951-903-8796 Fuel-Vehicle (Diesel, Unleaded); General
Contractors
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Vendor Name Email
Vendor
Contact Vendor Phone
24-Hour
Contact
24-Hour
Phone Categories Provided
Inland Valley General
Engineering LLC [email protected]
Keith
Archibek 951-219-6412
Keith Archibek
Jr. 951-294-1854
Air Compressor; Backhoe; Broom
Tractors; Bull Dozer; Compressors;
Dump Truck; Earthwork/Debris
Removal; Equipment-Heavy; Front End
Loader; Tractors; Trucks-Hauling; Water
Tankers
Lighting Technology
Services, Inc. [email protected] Lisa Keezell 949-428-5040
ext. 305
Kevin
Kelsheimer 714-292-3077 General Contractors
New Dimension
General Construction [email protected]
Dawn
Dahlberg 714-492-5929 Ryan Dahlberg 714-309-9213
Concrete Cutting/Coring; Debris
Removal; Demolition Contractors;
General Contractors
NextMod, Inc. [email protected]
Melina
Corona 909-740-3120 Sean Khan 909-703-0148
Building Materials/Portable Building
Rentals; Mobile Offices
OC Protection Services
Inc. [email protected]
Carlos
Ocegueda 562-536-5144
Carlos
Ocegueda 562-536-5144 Law Enforcement and Security
Proshield Protective
Services [email protected] Moises Rigual 909-901-3056 Moises Rigual 909-901-3056 Law Enforcement and Security Raze Demolition
Services [email protected]
Richard
Sausedo 909-631-1798
Gabriela
Machuca 909-631-1798
Debris Removal; Demolition Contractors;
Equipment-Heavy
Stearns, Conrad and
Schmidt, Consulting
Engineers, Inc. [email protected]
Depi
Vidyarthi 562-637-0827 Depi Vidyarthi 562-426-9544
Earthwork/Debris Removal; Hazardous
Materials clean up and disposal;
Hazardous Materials Response
Tree Pros, Inc. [email protected]
Vanessa
Roberts 909-548-0033
Juan
Queveendo 909-282-3118
Tree Trimming/Removal; Debris
Removal; Weed Abatement
United Pacific Services,
Inc. [email protected] Eric Franklin
562-691-4600 ext.
226 Leo Ramirez 562-254-3158 Tree Trimming/Removal
Western Oilfields
Supply Company [email protected] Garrett Price 951-236-5612 Garrett Price 951-653-2171 Bypass Pumping Contractors;
Dewatering; Generators Rental; Portable
Pumps; Water Works Valves
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PUBLIC WORKS EMERGENCY VENDOR LIST
Company/Service Purpose Contact Phone Alternate Contact Phone West Coast Arborist (WCA) Assist with downed trees during high wind events Leo Ramos 626-225-7291 Jose Mancilla 714-420-1585 Pipe Tech Sewer video pipe inspection and sewer main repairs Tom Vukojevic 213-761-0031 Heritage Design and Build Streetlight knock downs and electrical problems with streetlights, walkway lights, and irrigation controllers Justin Prater 909-900-5835 Wade Prater 909-208-6825
Hardy and Harper Repairs of asphalt sections on City streets Rigo Bolanos 626-313-8268 CT&T Repairs of City sidewalks, drive approaches, curbs, and gutters
Richard Ramos 909-957-6717 Jose Carvajal 909-821-4769
Hi-Way Safety Traffic control for construction activities Luis Diaz 909-247-6692 Pumpman Sewer lift station panel or pump problems 24/7 Service 855-206-5657 Sunbelt Rentals in Chino Rental of small construction/maintenance equipment Office 909-465-1140
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PUBLIC WORKS SANITATION & SEWERS MUTUAL AID LIST
Agency Name Work # Cell # Email Equipment Available On Call IEUA
Lucio Diaz, Manager of Facilities &
Water System Programs
(909) 993-1601 (909) 342-2365 [email protected] 2 GapVax Trucks Camera Van
2 Traffic Trucks
Water Truck
4"& 6" & 8" Trash Pumps
Confined Space Trailer and
Equipment,
10 Yd Dump truck
Backhoe
36"-60" Inflatable Sewer Plug
Portable Lighting
Cues Pole Camera
(951) 675-1131
Ed Makowski, Collection System
Supervisor
(909) 993-1720 (909) 497-4934 [email protected]
Edward Chavez, System Operator N/A (909) 217-1595 [email protected] Adolfo Zavala, Senior Collection
System Operator
N/A (909) 497-4928 [email protected]
Cucamonga
Valley Water
District
Robert Koczko, Construction &
Maintenance Superintendent
(909) 987-2591 (909) 912-9718 [email protected] (2) Bypass 6" Pumps (1) tandem axle bypass pump
and hose reel 6” various
lengths
(3) Sewer Vactor Combination
units
(2) CCTV Camera trucks
(1) Confined Space Van and
Equipment
Inflatable Sewer Plugs 8"-36"
(909) 987-2591
Shawn Spromberg, Wastewater
Supervisor
(909) 483-7413 (909) 912-4099 [email protected]
James Bryan, Water Utility (909) 207-1450 (909) 990-5558 [email protected] City of Chino
Hills
Olson Childress, Operations
Supervisor
(909) 364-2829 (909) 573-4359 [email protected] Vactor Truck Camera Van
6" Trash Pump
Backhoe
Jetter truck
10 Ton Dump Truck
Skip Loader
(909) 364-2860
Mark Wiley, Water and Sewer
Manager
(909) 364-2854 (909) 573-4375 [email protected]
City of
Fontana
Rob Rigby, Utilities Supervisor (909) 350-7634 (909) 471-2068 [email protected] Vactor Truck Camera Van
Sewer Rodder
Multi Trash Pump
Large Dump Truck
Backhoe & Bobcat & Loader
Tractor
(909) 271-8770
Kyle Scribner, Public Works
Manager
(909) 350-6530 (951) 852-1554 [email protected]
Christopher Garcia, Utilities and
Streets Supervisor
(909) 350-6760 N/A [email protected]
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Agency Name Work # Cell # Email Equipment Available On Call City of
Montclair
Alex Cardona, Public Works
Operations Assistant Manager
(909) 625-9467 (909) 762-1372 [email protected] Sewer Jetter Truck Camera Van
Water Truck
Backhoe
1- 7 Yd3 and 2-2 Yd3 Dump
Trucks
8" Trash Pump
Confined Space Trailer
(909) 905-0410
Alex Perez, Lead Sewer Worker N/A (909) 721-1777 [email protected] City of
Ontario
Andy Marquez, Utilities
Operations Manager
(909) 395-2691 (909) 721-8931 [email protected] Vactor/Water Truck Camera Van
Water Truck
5 Yd3 Dump Truck
Backhoe
2”,4”,6”,8” Trash Pump
(909) 721-7246
Danny Fernandez, Utilities
Supervisor
(909) 395-2778 (909) 915-5683 [email protected]
City of
Upland
Jason Lara, Senior Utility Worker (909) 376-1812 (909) 573-3434 [email protected] Vactor combo truck 2 vacccon combo trucks
1 cctv truck
6" trash pump
2 backhoes
2 10yd dumps.
(909) 296-0133
Marc Warner, Utilities Supervisor (909) 376-1206 (909) 635-8540 [email protected] Jurupa
Community
Services
District
Aaron Anderson, Utilities
Superintendent
(951) 685-7434 (951) 300-7349 [email protected] (2) Vactor Combo Trucks (1) Straight Jetter
(2) CCTV Van
SSO Bypass Trailer Hose Reel
W/ 4" & 6"Hose lengths with 6"
HH trash Pump
(951) 830-3533
Ricky Tejeda, Utility Supervisor (951) 685-7435 (951) 790-7948 [email protected] Juan Hernandez, Utility
Supervisor
(951 )685-7434
x433
(951) 237-7106 [email protected]
City of
Pomona
Gary Mathews, Water Resources
Manager
(909) 620-2255 (909) 455-8497 [email protected] (2) Vactor Combo Unit Trucks (1) Vactor Jetter
(1) CCTV Truck
(4,6) Trash Pump
(2)Envirosight Pole Camera
Confined Space Equipment.
(909) 772-4105
Romell Eutsey, Wastewater
System Supervisor
(909) 841-5866 (760) 514-3218 [email protected]
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APPENDIX D: CONTACT LISTS
The Managing Emergencies Together Network (MET-Net) Contact List is maintained and regularly updated by the Emergency Services Coordinator. Because it is a living document maintained independent of the EOP, the full document is not included in this appendix. A snapshot of the organizations included in the contact list is provided on the following page.
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