Chula Vista City Council
October 24, 2023

1 CITY OF CHULA VISTA

EMERGENCY OPERATIONS PLAN

DATE OF EXECUTION: July 21, 2021

2 CONTENTS
Promulgation Statement
Record of Distribution
Record of Changes
Section I: Preface
Approvals and Implementation
Attestation of Plan Concurrence
Section II: Plan Guidance
Purpose
Scope
Overview of the City
City’s Hazard Identification
Planning Assumptions
Planning Approaches
Whole Community Planning
All-Hazards Planning
Section III: Concept of Operations
Overview of Con-Ops
Preparedness
Community Emergency Response Team (CERT)
Public Education and Outreach
Training and Exercises
Mitigation
Response
Local On-Scene Command and Control
Additional Response Considerations
Physical, Programmatic and Communications Needs
3 Essential Needs of Children
Household Pets and Service Animals
Recovery

Section IV: Assignment of Responsibilities
Section V: Activation of the EOP
Introduction
Authority to Activate
Levels of Activation
Emergency Operations Center--Overview
Activation of the EOC
Activation Procedures
Deactivation of the EOP
EOC Organization
EOC Location
Proclamation of a Local Emergency
Mutual Aid
Section VI: Direction, Control, and Coordination
Section VII: Information Collection, Analysis and Dissemination

Information Collection
Analysis of Information
Dissemination of Information
Section VIII Communications

Incident Communications
Alerts and Warnings
EAS
WEA
4 Alertsandiego and Accessible Alertsandiego
Public Information
Section IX: Administration, Finance, and Logistics
Administration—Documentation
Incident Reports
Reports Generated By the EOC
Damage Assessment/Recovery Documentation
After Action Reports (AAR)
City’s Record Retention Schedule
Finance Section
Public Assistance
Individual Assistance
Logistics Section
Homeland Security Grant Program (HSGP)
State Homeland Security Grant Program (SHSGP)
Urban Area Security Initiative (UASI)
Support Requirements/Mutual Aid
Resource Management
Section X: Plan Development and Maintenance
Section XI: Authorities and References
Section XII: Attachments/Appendix
Section XIII: Glossary
Section XIV: Acronyms
Section XV: Index

5 RECORD OF DISTRIBUTION

Date Department/Agency Received By Delivery
Method

6 RECORD OF CHANGES

# Date Contact/Role/Phone Summary of Change

7 PROMULGATION STATEMENT
This document is the revised City of Chula Vista Emergency Operations Plan (EOP).

This plan supersedes any previous plan(s) promulgated for this purpose. It provides a framework for the City to use in performing emergency functions before, during, and after an emergency event. Emergency events may be classified as (1) naturally occurring disasters, (2) hazardous materials incidents, (3) human-caused emergencies, (4) technological failures, or (5) infrastructure destruction.

The City’s Emergency Planning team has ensured that the EOP supports the National Incident Management System (NIMS) and the Standardized Emergency Management System (SEMS). The City will work together with State, Federal, and other local agencies to prevent, prepare for, respond to, and recover from incidents, regardless of cause, size, or complexity effectively and efficiently. The EOP supports the overall mission of the City and has been designed to support all collaborative emergency response efforts of all County, State and Federal agencies. The County of San Diego’s Unified Disaster Council (UDC) endorses and promulgates this document as the official Emergency Operations Plan of the City of Chula Vista.

The plan addresses Emergency Preparedness (those activities supporting enduring operational readiness) and Emergency Response (those immediate and ongoing actions that lead the jurisdiction through an identified crisis or disaster event). The City is responsible for the development and maintenance of the local EOP. This plan is continually reviewed to ensure that it complies with all existing Federal, State, and local statutes. All Federal and State laws supersede the policies and procedures listed in this plan. The Emergency Response portion of the plan will be tested, revised, and updated as required. All recipients of this document are requested to advise the City regarding recommendations for improvement. The present plan has been reviewed and is hereby approved.

Effective: 07/21/2021

8 SECTION I: PREFACE

APPROVAL AND IMPLEMENTATION
The City of Chula Vista is committed to providing for the safety of all city residents and local properties. Community safety is dependent upon the continuation of public services before, during and after an emergency or disaster.

Federal, state, and local laws direct the City to develop comprehensive emergency management plans that identify and prepare for all-hazards, including natural disasters, technological failures, infectious disease outbreaks, international or domestic terror attacks and catastrophic damage to infrastructure. The City of Chula Vista must be ever ready, equipped and properly trained to respond to, and recover from, any of these situations.

The City of Chula Vista Emergency Operations Plan (EOP) was developed in accordance with following recommended guidance from the Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness Guide 101 Version 2.0.

The EOP addresses the emergency response functions of local government departments, public officials, and other public and private organizations during emergencies/disasters. The plan was developed through a collaborative effort of City departments, including public safety agencies such as fire, law enforcement, and public works. These organizations play a vital role in responding to emergencies.

The EOP applies to all persons participating in protection, prevention, mitigation, preparedness, response, and recovery efforts within the City. Furthermore, all stakeholders are encouraged to maintain their own procedures and actively participate in the training, exercises, and maintenance needed to support this plan.

The City of Chula Vista EOP is based on the County of San Diego Operational Area Emergency Operations Plan (OA EOP). It is designed to meet the needs of the City with respect to organizational structure and identified hazards.

The City of Chula Vista Emergency Management Program is responsible for the development and maintenance of the City’s EOP. Any changes to the plan must be submitted to the Emergency Management Program for official updates to the plan.

There is no official requirement for the City’s chief executive or city council to address or approve minor changes and daily operational issues. It will be necessary, however, when major changes or responsibilities are modified.

9 ATTESTATION OF PLAN CONCURRENCE
The parties responsible for developing this EOP have noted each instance when a local department, partnering jurisdiction, or collaborating agency (public or private) is mentioned in the present document. Respecting the importance of plan concurrence, each of these mentioned entities has been notified of its role in the City’s plan and have responded with verbal or written acknowledgment and consent.

10 SECTION II: PLAN GUIDANCE

PURPOSE
This Emergency Operations Plan (EOP) was developed to describe the local, comprehensive emergency management system, which provides for a coordinated response to any natural disaster or man-made emergency. The plan establishes the emergency organization and addresses the coordination of emergency response activities. The goal of this plan is to provide for a coordinated effective response to ensure the protection of life, property, resources, and the environment.

This plan was developed with input from partnering jurisdictions within San Diego County and is consistent with operational concepts defined in plans throughout the region, including the Operational Area (OA) Emergency Operations Plan (EOP). The EOP facilitates coordination among responding agencies, clearly defining areas of responsibility for effective response to any emergency.

SCOPE
This EOP applies to any extraordinary emergency, within the City’s limits, associated with any hazard, natural or human-caused. These emergencies may affect the City and may result in a coordinated response by multiple local government departments and personnel, partner agencies, or regional jurisdictions. The City of Chula Vista, hereinafter referred to as Chula Vista or the City, acknowledging that all emergencies begin and end locally, asserts its responsibility for ensuring emergency preparedness, response, and recovery activities for all populations within the geographic boundary that defines the City.

The Emergency Organization of Chula Vista includes all City departments having a role in emergency preparedness, response, and recovery. The organization also includes sources of outside support. These sources may be provided through mutual aid agreements or through other formal or non-formal collaboration with private, non-profit, or public agencies.

The operational response concepts outlined in this plan will be employed by all responding departments and agencies. The EOP is flexible and scalable and can be adapted, as necessary, to satisfy the response needs of the emergency.

This EOP has been developed to provide guidance for the City based on the following goals and objectives:
 Provide a comprehensive system for effectively managing operations during a declared emergency
11  Describe how the City will protect the life and property of vulnerable populations or individuals with Access and Functional Needs (AFN) (i.e., persons with disabilities, seniors, children, individuals with limited English proficiency, and those who are transportation-disadvantaged)
 Clearly identify lines of authority and response relationships  Assign tasks and responsibilities and equip individuals with the resources to fulfill their roles
 Ensure adequate maintenance of facilities, services, and resources in advance of an emergency.
 Facilitate recovery efforts by providing proper inventory and resource management

OVERVIEW OF THE CITY
The city of Chula Vista is the second-largest city in San Diego County, with a population of 274,492, and the 21st largest of 450 California cities. Geographically, Chula Vista is comprised of more than 50 square miles of coastal landscape, canyons, rolling hills, and mountains. Chula Vista extends from the San Diego Bay on the west to the Otay Lake and Otay Mountain the in east. Chula Vista is located just over seven miles from U.S. international border of Mexico. Chula Vista is considered to have a semi-arid climate with Mediterranean characteristics. As with the rest of California, Southern California in particular, the City of Chula Vista is affected by increasingly warmer temperatures.

Chula Vista is home to an estimated 44% of all businesses in the South Bay and continues to be one of the fastest growing cities in San Diego County. Chula Vista ranks among the nation's top ten governments in terms of employee productivity and local debt levels. Two of the larger developments in the City of Chula Vista will include the new Chula Vista Bayfront and the University Innovation District. Chula Vista is also home of the Elite Athlete Training Center, a 155-acre training center for Olympic & Paralympic athletes. The Sweetwater Union High School District (largest secondary school district in California), the Chula Vista Elementary School District (49 schools), and Southwestern Community College also reside within the city of Chula Vista.

12 HAZARD IDENTIFICATION
The following hazards were identified by the Chula Vista LPG as their top five hazards.

A brief rational for including each of these is included

1. Wildfire/Structure Fire: Due to the proximity of wildlands and natural and naturalized open spaces within steep canyon areas in and near urbanized areas developed prior to the enactment of the City’s Urban-Wildland interface Code in 2000, combined with the probability of a wildland fire occurring each year, wildland/structure fires present the greatest hazard to the City of Chula Vista.

2. Geologic (Earthquake, Landslide, Liquefaction): Due to its relative distance from the closest known active earthquake fault (Rose Canyon Fault), the City of Chula Vista is at low to moderate risk to damage from earthquakes, except in its northwestern most regions. The landslide threat is focused in the older developed areas around steep canyon slopes of known slide potential. The threat of liquefaction is relatively low; however, the alluvial areas of the Sweetwater and Otay Rivers and the Telegraph Canyon Channel are subject to liquefaction in both developed and undeveloped areas.

3. Floods/Dam Inundation: Significant portions of the southerly, northerly, and westerly developed areas of the City of Chula Vista are within FEMA- mapped 100-year floodplains. However, the threat of flood hazard is relatively low due to the City’s emphasis on identifying and prioritizing for improvement several undersized and inadequate storm drains and drainage channels since the late 1960’s, the low probability of the occurrence of flood-producing storms in any given year, and the requirement that new development includes flood-detention and flood control facilities. In addition, because the City of Chula Vista is downstream of two major dams – the Savage (Lower Otay) Dam and the Sweetwater Dam – the possibility of dam inundation in and adjacent to the Sweetwater and Otay River Channels exists, although the likelihood of failure of these dams is considered relatively small due to their construction.

4. Other Manmade Hazards (Airplane Crashes, Hazardous Materials release/Rail Disaster Spills): The City of Chula Vista is within the flight paths of Lindbergh Field, Brown Field, Tijuana Airport, Ream Field, and North Island Naval Station. The possibility of an airplane crash on take-off 13 or approach from any of these facilities is relatively low, but the cumulative hazard from all these facilities is significant. There are also a number of hazardous materials in large quantities in a few stationary locations within the City of Chula Vista, as well as mobile hazard sources. These hazardous materials although well contained, exist primarily west of Interstate 805, and have the potential to expose thousands of citizens to various degrees of hazard.

5. Extreme Heat and Drought: While the City of Chula Vista enjoys a mild, Mediterranean climate, the community is still susceptible to extreme weather events, which are anticipated to be amplified by climate change.

Scientists forecast that average summer temperatures will be 4.8F higher in the near future, with extreme heat events also becoming more frequent and intense in the region. These heat events present a direct hazard to residents without air-conditioning and to vulnerable populations (such as seniors and the medically fragile). Extreme heat events can also impact local air quality conditions through the increase of smog-forming, ground- level ozone levels and result in additional public health concerns. Finally, sustained dry weather conditions further stress local water supplies as well as increase wildfire threats.

14 PLANNING ASSUMPTIONS
The following statements are universally applied to emergency operations across jurisdictions in the County of San Diego:

 Emergency management activities are accomplished using the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).
 Disasters begin and end at the local level. Thus, emergency response is best coordinated at the lowest level of government involved in the emergency.  Local responders provide the first response in the community, focused on initial efforts to save lives and property. Local authorities maintain operational control and responsibility for emergency management activities within their jurisdiction, unless otherwise superseded by statute or agreement.  When a jurisdiction becomes overwhelmed by the size or complexity of an emergency event, Mutual Aid will be requested and provided as it is available.

Non-governmental Organizations (NGO), (both private and non-profit), may also supplement response.
 Mitigation activities conducted prior to the occurrence of a disaster result in a potential reduction in loss of life, injuries, and damage.  Supporting plans and procedures are updated and maintained by responsible parties.

APPROACHES TO PLANNING
All-Hazards Planning
The City has taken an all-hazards stance when planning for the emergency needs of the community. This approach is an integrated method of emergency preparedness that focuses on capacities and capabilities that are critical to preparedness for a full spectrum of emergencies or disasters. The means that the local jurisdiction is committed to developing these capacities and capabilities that matter during a time of crisis or emergency. It ensures that the City and its stakeholders have the proper training, supplies, and leadership to address a broad range of threats.

The City’s all-hazards planning approach identifies the resources required, and the steps to be taken, before and after an incident. It strives to minimize injuries and/or destruction of property and all categories of resources. The approach takes that which is complex and extensive and breaks it down into manageable tasks that rely on standardized terminology and protocols.

15 Whole Community and Inclusive Emergency Management Practices The City is fully committed to planning for the needs of the entire community without regard to a person’s demographic profile. The Whole Community Planning concept maintains the necessity of including diverse partnerships with residents, emergency management representatives, organizational and community leaders, and government officials. This is done to improve the assessment and understanding of the needs of various constituents and partners and to organize and strengthen community resources, capacities, and interests. Engaging in whole community emergency management planning leads to demonstrable benefits including societal security and post-incident resiliency.

Community resiliency depends on several critical factors:
 An ability of first responder agencies (e.g., fire service, law enforcement, and emergency medical services) to seamlessly transition from routine response activities to extra-ordinary emergency operations
 A robust and coordinated emergency management organization that can coordinate with State and regional partners through an effective and efficient Emergency Operations Center (EOC), mass notification and alerting process, an interoperable communications platform, and an accurate and timely public information structure
 A well-prepared and informed community which is supported through the collaborative efforts of the areas private, public, and non-profit sectors.

In accordance with the whole community approach, this plan was developed by soliciting the input and guidance from various stakeholders, including, but not limited to: representatives from County departments/agencies, City departments, special districts, law enforcement and fire services personnel, emergency managers and planners, Access and Functional Needs (AFN) advocates, tribal communities (where appropriate), business and industry representatives, and various other stakeholders reflecting a culturally diverse community.

In the City, all programs, services, and activities provided to residents during times of emergency, to maximum extent feasible, will be inclusive of individuals with disabilities and others with access and functional needs. The following are key focus areas for supporting persons with physical, cognitive, or emotional challenges.  Accessible transportation
 Assistance animals
 Dietary restrictions and needs
 Assistive equipment and services
16  Accessible public messaging
 Evacuation assistance
 Restoration of essential services
 Language translation and interpretation services
 Service delivery site Americans with Disabilities Act (ADA) compliance The City complies with all Federal and State laws that govern the service of individuals with disabilities, access and functional needs, and/or a range of other cultural vulnerabilities during emergency planning phases and emergency response.

Federal laws informing the City’s planning efforts include:
 Architectural Barriers Act of 1968
 Rehabilitation Act of 1973
 Individuals with Disabilities Education Act of 1975
 Fair Housing Act Amendments of 1988
 Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988  Americans with Disabilities Act of 1990
 Telecommunications Act of 1996
 Post-Katrina Emergency Management Reform Act of 2006
 Twenty-First Century Communications and Video Accessibility Act of 2010

The City also complies with California Government Code § 8593.3, which requires government agencies to integrate planning for the needs of individuals with access and functional needs into emergency operations plans. As stated in the code, this includes planning for individuals who have developmental or intellectual disabilities, physical disabilities, chronic conditions, injuries, limited English proficiency or who are non-English speaking, older adults, children, people living in institutionalized settings, or those who are low income, homeless, or transportation disadvantaged, including, but not limited to, those who are dependent on public transit or those who are pregnant.

At the time of this printing, an amendment to the afore-mentioned Code (§ 8593.3) has been proposed (Senate Bill 160—An act to add Section 8593.3.5 to the Government Code, relating to emergencies). The update mandates the County, and by extension the City to ensure cultural competency across all emergency planning efforts. While the County is directed to establish a separate community advisory board for the purpose of cohosting, coordinating, and conducting outreach forums inclusive of culturally diverse communities, the City has, and will continue to take steps to build competencies relative to a culturally diverse community. Cultural competence means the ability to understand, value, communicate with, and 17 effectively interact with people across cultures to ensure that the needs of all community members are addressed, with priority given to culturally diverse communities. It includes, but is not limited to, being respectful and responsive to the cultural and linguistic needs of diverse population groups.

A culturally diverse community includes, but is not limited to, race and ethnicity, including indigenous peoples, communities of color, and immigrant and refugee communities; gender, including women; age, including the elderly and youth; sexual and gender minorities; people with disabilities; occupation and income level including low-income individuals and the unhoused; education level; people with no or limited English language proficiency; as well as geographic location.

18 SECTION III: CONCEPT OF OPERATIONS (CON-OPS)

OVERVIEW OF CON-OPS
It is the responsibility of the City to establish and maintain a comprehensive approach to emergency management to mitigate the effects of hazardous events. The City has the primary responsibility for preparedness and response activities within its jurisdiction.

The City’s emergency organization operates under SEMS and NIMS, which are based on the Incident Command System (ICS) and the Multi-Agency Coordination System (MACS). These management systems are designed to provide a structure for response to any emergency, large or small. SEMS consists of the emergency management systems of all local jurisdictions (including special districts), OAs (county-wide), Cal OES Mutual Aid Regions (two or more counties) and State Government. SEMS is scalable and may not require a complete activation of all levels. The incident will dictate the level of activation required.

PREPAREDNESS
During non-emergency times, the City remains in a constant state of readiness. The potential for natural disasters and/or man-made hazards/incidents places a continued emphasis on preparedness activities. Preparedness activities are those activities which help City staff support and enhance response to an emergency. Emergency planning, staff training and exercises, hazard identification and assessment, resource identification, public awareness and education focus on the City’s preparedness for all- hazards.

City public safety departments other entities, identified in this plan as having either a primary or support responsibilities during emergencies, maintain policies and procedures for responding. City personnel receive training on emergency response procedures, both at the field level, and in the EOC.

Community Emergency Response Team (CERT)
The CERT program is an all-risk, all-hazard training, designed to educate residents in the community about disaster preparedness. CERT is a valuable program that helps residents protect themselves, their families, their neighbors, and their neighborhood during an emergency. The City CERT program provides preparedness opportunities to city residents through various workshops and training courses.

Public Education/Outreach:

The Chula Vista Fire Department and Chula Vista Police Department support emergency preparedness through public education. Various divisions within each of these public safety departments are dedicated to engaging with the community and 19 providing valuable information and resources to help residents prepared for emergencies.

The Fire Department Public Education and Media Specialist works directly with the public to inform about the different hazards affecting Chula Vista communities.

Routine community presentations, including classroom education at local schools, are a vital component of increasing public knowledge about emergency preparedness, response, and recovery operations.

In addition, the City’s Office of Communications provides timely reminders and tips through various platforms such as monthly City newsletters and social media posts.

There are year-round campaigns the City uses to engage with the public and deliver messages encouraging residents to get prepared, including but not limited to National Preparedness Month, Tsunami Preparedness Week, National Night Out, and the Great Shakeout.

Training and Exercises:

The City strives to ensure personnel have the training necessary to perform daily operations and serve in an emergency role during any incident. The City follows the NIMS guidelines to ensure EOC personnel are adequately trained and familiar with their roles and responsibilities during emergency response.

The City also participates in the countywide reoccurring two-year exercise schedule, which includes a tabletop exercise in year one, followed by a full-scale exercise in year two. Every two-year cycle focuses on a different hazard/scenario and provides an opportunity for emergency responders and EOC staff to test regional coordination, plans and procedures. In addition, the City engages in internal exercises as needed to test city-specific operations, policies, and procedures.

MITIGATION
Emphasis is placed on mitigation measures to reduce losses from disasters, including the development and enforcement of appropriate land use, design, and construction regulations. Identified hazards will be made safer via ordinance, regulations, public awareness campaigns, special mitigation projects, and policy making.

The City has identified its top hazards and corresponding mitigation activities, listed in the Multi-Jurisdictional Hazard Mitigation Plan (San Diego County, 2017). The City’s Development Services Department – Building Division enforces earthquake building code standards. Additionally, all City projects are subjected to an environmental assessment initial report which provides site-specific information on existing natural hazards and other environmental concerns.
20 The City’s zoning ordinances and the California Building Code support mitigation efforts through the enforcement of fire codes and earthquake standards. Other city regulations help mitigate potential hazards through several code enforcements such as installation of water systems of adequate size and pressure for firefighting, ensuring adequate roadway widths for emergency vehicle access, and avoiding projects in floodplains.

Additionally, the City continually applies for hazard mitigation grants through the Hazard Mitigation Grant Program and the Pre-Disaster Mitigation grants that are offered through the state.

RESPONSE
Whenever possible, all emergency response activities will be initiated and managed locally with City resources. The City is responsible for directing and coordinating emergency operations, while other levels within the SEMS structure provide support as needed. When the emergency exceeds the City’s capabilities or capacities, mutual aid assistance should be requested through established agreements with other jurisdictions (local, State or Federal) or the San Diego County Operational Area (OA), All responses to an emergency will progress through the established SEMS process.

The chart below depicts the five organizational levels of SEMS and how activation levels are tied to the size and scope of the evolving incident.

CHART 1

SEMS ORGANIZATIONAL LEVELS

STATE

OPERATIONS

The coordination of the State’s resources is fully integrated with federal agencies.

REGIONAL

OPERATIONS

All information and available resources are managed and coordinated among operational areas.

OA

OPERATIONS

Information, resources, and priorities are managed by all local governments within the boundaries of the affected County.

LOCAL

OPERATIONS

The affected jurisdiction disseminates local information, city resources, and immediate priorities within its boundaries.
21 FIELD

OPERATIONS
A local Incident Commander assesses the current emergency, sets response priorities, mobilizes, and coordinates all available resources, identifies additional equipment and personnel needs, and releases, as appropriate, on-scene information.

 All incidents will be managed at the lowest possible level, using standard operating procedures established by the responding departments or agencies.

 Responders will use the established Incident Command System (ICS) to manage response operations.

 If an incident exceeds normal incident response procedures, the City will activate established mutual aid channels prior to requesting support from the OA.

Local, On Scene Command and Control
The Incident Commander (IC) identified by the appropriate agency, (i.e., Law Enforcement, Fire, or Public Works), will assume responsibility for all emergency response activities. These responsibilities include:
 Assessing the scope of the presenting emergency
 Identifying immediate and short-term goals and objectives  Determining the overarching response needs
 Initiating the development of strategies and tactics
 Establishing operational periods; and
 Authorizing and mobilizing the necessary response resources

The IC, with input from the command staff and general staff, has overall authority and responsibility for conducting incident operations within the parameters of the defined emergency. When multiple command authorities are involved, the incident will typically be led by a Unified Command effort. The Unified Command team is comprised of officials from separate agencies who have legally established jurisdictional authority, but who must cooperate with other agencies to achieve the emergency management goals and objectives. Unified Command provides direct, on- scene control of tactical operations.

At the tactical level, on-scene incident command and management organization are located at an Incident Command Post, which is typically comprised of local and mutual aid responders.
22 Additional Response Considerations
During emergency response, it is important to ensure that preparedness and response strategies serve the needs of the entire population within the city. This includes vulnerable populations. Strategies rooted in inclusive emergency management practices will ensure that all populations are considered, and the necessary services are provided to all impacted communities.

Physical, Programmatic and Communications Needs
Emergencies are not selective about the communities or the people they impact.

Individuals with disabilities and others with access and functional needs may experience a greater impact from disasters because of disruptions in their support systems and loss of equipment, supplies, transportation, and communication.

The City, in coordination with the County of San Diego, continues to plan for the needs of individuals with disabilities and access and functional needs, including but not limited to providing accessible transportation during evacuations, providing public information in multiple languages, language translation services at evacuation and recovery centers, and training first responders on how to interact with persons with physical, cognitive, and emotional disabilities.

There are key principles to consider when planning for the needs of persons with disabilities and access and functional needs. These principles guide the programs and activities necessary for addressing the needs of these individuals:

Equal Access: People with disabilities must be able to access the same programs and services as the general population.

Physical Access: People with disabilities must be able to access locations where emergency programs and services are provided.

Access to Effective Communication: People with disabilities must be given the same information provided to the general population. Communications with people with disabilities must be as effective as communications with others.

Inclusion: People with disabilities have the right to participate in and receive the benefits of emergency programs, services, and activities.

Integration: Emergency programs, services, and activities typically must be provided in an integrated setting.

Program Modifications: People with disabilities must have equal access to programs and services, which may entail modifications.
23 No Charge: People with disabilities may not be charged to cover the costs of measures necessary to ensure equal access and nondiscrimination.

Essential Needs of Children
It has been established that children have unique physical and emotional needs when a disaster occurs. Children are at increased risk of physical, psychological, developmental, and emotional harm, and respond differently to these traumatic events than adults do. Children require protection from physical harm, exploitation or violence, psychosocial distress, family separation, abuses related to evacuation, denial of access to quality education and recruitment into gangs. Working with partner agencies, the City’s goal is to adequately address these needs and provide for children.

Regarding family separation, the City shelters (in conjunction with the American Red Cross) require the intake of family units. Parents and children are linked through an established identification system and children are not allowed to leave the shelter without being accompanied by the adult they came with. When dealing with unaccompanied minors, arrangements are made to bring in support from law enforcement and County of San Diego Child Support Services to ensure they receive the additional assistance they need. Additionally, arrangements are made to provide children in shelters a “normal” lifestyle, including play areas, dietary needs, and opportunities to communicate with trained professionals reading emotional and psychological concerns.

Household Pets and Service Animals

The Chula Vista Animal Care Facility is equipped to shelter animals in an emergency response situation. Animal Control Officers are available 365 days per year on a standby basis to pick up dangerous or injured animals. We have vehicles for transport, including animal control trucks, a transport van and our spay bus.

Additionally, the shelter received an Emergency Response Trailer as a donation from the American Kennel Club to help with the transport of animals in an emergency.

CVACF is a member of the regional welfare coalition with Coronado, El Cajon, County of San Diego, Friends of Cats, Rancho Coastal Humane Society, and the San Diego Humane Society. The partners of the coalition collectively assist one another during emergencies.

24 RECOVERY
A successful recovery operation begins before the disaster occurs. Recovery operations include the development, coordination, and execution of service- and site-restoration plans for impacted communities, as well as the reconstitution of government operations and services.

The City participated in the development of the San Diego County Operational Area Recovery Plan, which is activated as necessary during any emergency requiring large scale recovery activities. The City will appoint an overseer of all the recovery efforts in the aftermath of a declared emergency. This person will manage the City’s recovery operations in accordance with the recovery plan. As the incident transitions from response to recovery, EOC staff will be reassigned as necessary to support the recovery operation and fulfill recovery roles and responsibilities. 25 SECTION IV: ASSIGNMENT OF RESPONSIBILITIES
Below is a list of departments and assigned personnel responsible for the tasks and responsibilities needed to effectively manage an extra-ordinary event or declared emergency. The list represents the Emergency Organization of the jurisdiction.

Disaster Council
 The Mayor chairs the local Disaster Council
 The Disaster Council develops emergency plans, agreements, and mutual aid plans
 The Council develops ordinances, resolutions, rules, and regulations to implement emergency and mutual aid plans
 It provides direction for the emergency organization
Mayor and City Council
 The Mayor ensures the continuity of government during emergencies or disasters.
 The Mayor Serves as the primary spokesperson to the media for the City (in coordination with the City’s Public Information Officer (PIO)  The City Council communicates with, and reports the needs of its constituents directly to the Director of Emergency Services (DES) and/or Mayor  The City’s Mayor and City Council conducts public meetings to determine the public’s needs and to identify any specific or general needs related to the disaster
 The City Council validates/ratifies any Proclamations of Local Emergency  The City Council must approve the initial Proclamation of a Local Emergency within 7 days of the proclamation
 The City Council must review and re-approve the Proclamation of a Local Emergency every 14 days
 The City Council, in its capacity as the jurisdiction’s governing body, must address any specific issues or extra-ordinary concerns related to the current crisis that require its consideration
 The City Council must review the requirements for special legislation and development of novel policies
 The City Council establishes executive-level policies and passes critical resolutions for the management of the emergency
 The Mayor and/or the City Council considers and advises both short- and long-term recovery strategies
26  The Mayor and/or individual members of the City Council host and accompany VIPs and government officials on tours of the emergency/disaster Policy Group
 The Policy Group serves as the advisory body to the Emergency Operations Center
 The Policy Group is made up of the City Manager and City department leadership
 The Policy Group provides policy, direction, and guidance for incident management, including making executive/priority decisions  It advises the City Council on emergency response, recovery, and management issues
 The Policy Group sets priorities and establishes policies governing EOC operations and activities
 It ensures long-range, logistical, and recovery planning  It serves as the active liaison with elected officials in other jurisdictions throughout the OA
 The Policy Group makes sure that all appropriate emergency proclamations are made
Director of Emergency Services (DES)
The City Manager is the Director of Emergency Services and is empowered to control and direct the effort of the emergency organization of this City to prepare and carry out emergency plans for the protection of persons and property within the city. Additionally, the Director will ensure that emergency functions are coordinated with all other public agencies, corporations, organizations and affected private persons during emergency response.
 The Director requests proclamations for local emergencies  The DES requests the Governor to proclaim, as appropriate, a state of emergency
 They coordinate the direction of the emergency organization  They represent the City in dealings with public and private agencies  The Director represents the emergency organization in front of the City Council to make and issue rules and regulations on matters reasonably related to the protection of life and property
 The DES authorizes personnel to obtain the resources necessary for the protection of life and property
 The Director authorizes the utilization of disaster services workers to support the emergency response
27 Assistant Director of Emergency Services
The Assistant Director of Emergency Services is appointed by the Director and empowered to act on behalf of the Director in his/her absence.

Line of Succession
It is incumbent upon all levels of government to establish a line of succession of authority if current officers are unable to carry out their responsibilities. An individual serving as Acting City Manager/Director of Emergency Services has the authority and powers of the position of City Manager/Director of Emergency Services.

Director of Emergency Services Line of Succession
Order of
Succession Title
First Assistant City Manager
Second Deputy City Manager(s)
Third
Emergency Service Chiefs (Fire
Chief, Police Chief, Public Works
Director – based on disaster type)
Seat of Government
It is incumbent upon all levels of government to designate temporary seats of government in the event the normal location is not available. The normal seat of government for the City of Chula Vista is located at the Civic Center, 276 Fourth Ave., Chula Vista, CA 91910. In the event this location is not available, the temporary seat of government will be located at the following locations below, unless another location is specifically designated:

Order of
Alternate
Locations
Location Address
First Police Department 315 4th Ave, Chula Vista,
CA 91910
Second Public Works
Operations Center
1800 Maxwell Rd., Chula
Vista CA 91910
Third Civic Center Library 365 F St, Chula Vista, CA
91910

28 The City Clerk maintains a “Clerk in a Box”, which includes the materials needed to continue City Council meetings and City Administration operations as necessary.

Materials include vital records (Municipal Code), important handbooks and forms (resolutions, agendas, minutes, etc.), and various other supplies.

Fire Department (FD)
 The Fire Department is responsible for daily fire suppression and prevention operation, including structural fires, medical emergency response, and hazardous materials response or public assistance
 The Fire Department must maintain levels of training to respond to disasters that are beyond the scope of daily duties
 The FD coordinates and conducts necessary training to adequately perform functions and responsibilities during emergencies
 In coordination with Law Enforcement, FD maintains adequate training on procedures and processes for managing incidents at the field level using ICS, including but not limited to:
1) Train accidents, including light rail
2) Aircraft accidents, including military aircraft
3) Dam failure (consistent with inundation areas)
4) Hazardous material incidents (consistent with County’s Hazardous Materials Response Plan)
5) Earthquakes
6) Floods
7) Wildland fires
8) Landslides
9) Extreme weather or storm situations
10) Epidemics, pandemics, or the outbreaks of novel, highly transmissive infectious diseases
11) Mass casualty incidents
 The Fire Department coordinates with Law Enforcement on emergency public alerts and warning procedures, utilizing the City’s mass notification system  The FD directs all actions which stabilize and mitigate the emergency including controlling fires, saving lives, safeguarding property, and assisting other emergency services in restoring normal conditions  It conducts mutual aid activities in accordance with established operational procedures
 It conducts windshield surveys as part of damage assessment activities 29 Law Enforcement (LE)
 Law Enforcement (police officers, sheriffs, sheriff’s deputies, etc.) assists with such activities as evacuations, traffic control/direction, scene security, search and rescue operations (if appropriately trained) and a variety of other activities that fall within the purview of law enforcement agencies  LE coordinates and conducts necessary training to adequately perform functions and responsibilities during emergencies
 LE receives and disseminates warning information to the public  It facilitates operations for evacuations/movement operations and traffic and crowd control operations, including the identification of evacuation routes, evacuation reception areas, shelter locations, and access controls for evacuated areas
 It coordinates the establishment of emergency traffic routing and ingress/egress procedures with other local and state agencies (e.g., California Highway Patrol)
 LE supports search and rescue operations
 It provides security for essential facilities, services, and resources  In coordination with the Fire Department, Law Enforcement maintains adequate training on procedures and processes for managing incidents at the field level using ICS, including but not limited to those emergency situations listed above in the Fire Department section
 Law Enforcement provides staff to serve as Terrorism Liaison Officer(s) (TLO) to the San Diego Law Enforcement Coordination Center
 TLO shall receive critical information to maintain situational awareness on threat levels, activity, and the like, and provide information to the emergency organization for planning and response purposes
 Law Enforcement promotes awareness to the City’s residents regarding vigilance and the importance of deterring criminally related activity, and it provides a platform for sharing this information among the public and first responders
Public Works (PW)
 The Public Works Department is responsible for providing and managing the City's infrastructure, parks and open space through established and practiced operations, responsive maintenance, and emergency construction to optimize mobility, public and environmental health and safety during an emergency  During an emergency response, Public Works is responsible for a variety of services needed to preserve public safety
30  Public Works coordinates and conducts necessary training to adequately perform functions and responsibilities during emergencies  The department provides qualified personnel to staff the EOC  Public Works supports the execution of emergency contracting support for lifesaving and life-sustaining services, to include providing potable water, ice, emergency power, and other emergency commodities and services  PW manages, monitors, and/or provides technical advice in the clearance, removal, and disposal of contaminated and non-contaminated debris from public property
 PW manages and coordinates contracted transportation vehicles and facilities  The Public Works department Implements storm response procedures such as providing sandbags, clearance of drainage canals, culverts, sewers, etc.

Engineering Department
 The Engineering Department provides engineering services, technical expertise and oversight for the development and operations of the City’s public infrastructure and facilities
 The Engineering Department coordinates and conducts necessary training to adequately perform functions and responsibilities during emergencies  The Department provides qualified personnel to staff the EOC  It supports the restoration of utilities by evaluating and repairing transportation systems (roads, bridges, etc.)
 It provides emergency repair of damaged infrastructure and critical public facilities
 The Engineering Department coordinates and provides structural specialists with the requisite expertise to support inspection of mass care facilities and urban search and rescue operations
 The Engineering Department assists in the monitoring and stabilization of damaged structures and the demolition of structures designated as immediate hazards to public health and safety
 The Department supports mass evacuations through traffic engineering controls
Recreation Department
 The Recreation Department serves as the lead for mass care and shelter operations during disasters
 The Recreation Department manages the City’s recreational facilities, which may become mass care shelters during an emergency
31  The Department develops procedures for mobilizing Recreation personnel and pre-positioning resources and equipment
 It ensures that an adequate number of Recreation personnel are trained in shelter operations
 The Recreation Department provides qualified staff to the EOC for coordination of shelter operations with emergency response  The Department requests appropriate mutual aid support for medical care and public health at City shelters
 In coordination with the American Red Cross, the Recreation Department develops procedures for the proper care of displaced persons (shelter operations)
 The Recreation Department ensures that all mass care operations address the whole community including those with disabilities and other access and functional needs
 In coordination with the Animal Care Facility, the Department develops procedures for the care and shelter of pets and livestock  It follows established procedures to coordinate care for unaccompanied minors
Animal Care Facility
 The designated Animal Care Facility ensures that the health and safety of animals and people with animals in their care
 During emergencies, Animal Care Facility staff prepare and maintain procedures and functional checklists for animal control response to the current disaster or emergency
 Staff responsible for Animal Care coordinate planning efforts with the County of San Diego Department of Animal Services
 The Animal Care facility is responsible for ensuring adequately trained personnel can be mobilized for response operations
 Animal Care providers will assign qualified staff to the EOC for coordination of matters related to animals during disasters
 Animal Care personnel will provide for the immediate care, control, and safety of animals
 They will coordinate the transportation of animals to appropriate animal care facilities
 Animal Care efforts will minimize animal suffering, loss of life, and potential disability by ensuring timely and coordinated assistance  Staff and properly trained volunteers will be assigned to provide for the care of animals brought to shelters or housed at staging areas and evacuation sites 32  Animal Care managers will provide a system for returning animals to their owners after the crisis event
Office of Communications
 The Office of Communications is responsible for implementing a proactive, informative, creative, and innovative marketing and communications program  One of the most important roles of the Office of Communications is to help our community access information about the current crisis and information about the availability of services from the local, county or state governments  During disasters, the Office of Communications provides the public with timely and accurate information and instructions which are essential to life safety and an effective response with public support
 Working closely with the EOC and first responders, the Office of Communications will coordinate all aspects of public information  The Office of Communications will provide qualified staff to serve in the EOC  It will provide personnel trained as Public Information Officers  The Office will participate in the countywide Joint Information System (JIS) with PIOs throughout the region and share pertinent information related to the disaster
 A designated official from the City’s Office of Communications serves as the lead for all public information related duties
 The Communication lead directs and coordinates all aspects of communication with the media, the public, and other public and private agencies
 The Office responds to local, national, and international media requests for interviews and/or information
 It maintains the City’s website and provides comprehensive information to the public
 The Office of Communications provides updates to the media and the public via the City’s social media platforms
 A designee from the Office will monitor social media to keep abreast of messages and possible inquiries from the media, the public, and other response agencies
 The Office monitors all traditional media and social media outlets and provides rumor control and corrects any misinformation about the incident  The Office of Communications makes sure that public messaging is released in multiple formats, allowing the message to reach the whole community, including those with disabilities and other access and functional needs 33 Finance Department
 The Finance Department ensures that response operations are cost effective and that the City is documenting and tracking incident costs to maximize reimbursable expenses
 The Finance Department develops procedures for procuring emergency resources to sustain operations
 It develops the process for documenting the financial cost of disaster response and recovery operations
 Finance Department personnel develop the processes and procedures for tracking employees’ time and issuing paychecks during disaster operations  The Department develops processes and procedures for submitting and processing workers’ compensation claims
 It facilitates the disaster response reimbursement process with state and federal agencies
Development Services Department
 The Development Services Department serves a support function during disasters affecting the city
 A designee from the Development Services Department may be appointed to serve as the Recovery Director and to ensure that recovery activities are implemented
 The department may provide structural engineers and building inspectors for damage assessment activities, as well as for recovery efforts City Attorney
 The City Attorney’s Office serves in a support role to all City departments by providing legal counsel on all City related matters
 During an emergency the City Attorney’s office is responsible for actively supporting the Policy Group and advising it on all legal matters  The City Attorney helps in presenting emergency ordinances to the City Council
 S/he assists in the development of emergency proclamations Information Technology Services (IT)
 The Information Technology Services department provides citywide technology services, solutions, and support to all departments within the City 34  During stable operations, IT develops, implements, operates, and maintains computer hardware and software systems to improve the operational efficiency and effectiveness of all departments
 During an emergency, IT will ensure communications networks and software programs are functioning properly and efficiently
 IT oversees the installation of communications resources within the EOC  IT ensures that radio, telephone and computer resources and services are provided to EOC staff, as required
 The Department provides expertise to City officials as it relates to cyber threats
Human Resources (HR)
 The Human Resources Department develops and manages the delivery of human resources services and programs
 The Human Resources Department serves in a support role for emergency preparedness and response operations
 During an identified disaster, HR will promote personal emergency preparedness to City staff
 It will provide information to City staff about the Disaster Services Worker (DSW) program
 In coordination with the Emergency Management Program, the Department of Human Resources will recruit qualified personnel to serve as members of the EOC
 HR will provide department staff to serve in EOC roles  It will provide information on time policies for emergency personnel during emergency response
 HR personnel will process worker’s compensation claims for emergency personnel
 The Department will develop plans addressing the safety, welfare, and health of all employees before, during and after a disaster
 The Department will develop evacuation plans for employees, visitors, customers, sub-contractors, and vendors who work or operate at City facilities City Clerk
 The City Clerk is responsible for preparing all logistical requirements for conducting City Council business and meetings, maintaining a record of all Council proceedings, and maintaining the citywide records management program
35  During a disaster the City Clerk will support response operations by collecting documentation related to incident response and adhering to all established record retention policies
 The City Clerk will provide support in the development of local emergency proclamations
Supporting Organizations
Supporting organizations are likely to be used to support local operations in all functional areas of emergency response. Supporting organizations include state and federal agencies and departments, local organizations, nonprofit organizations, private sector, and other voluntary organizations. Supporting organizations in San Diego County include, but are not limited to:

County of San Diego (OA)
▪ The County of San Diego is responsible for serving as the operational area coordinator and will facilitate coordination among responding agencies ▪ The County of San Diego commits several County departments to disaster response in their respective functional areas
▪ These departments include, Office of Emergency Services, Environmental Health, Public Health, Communications, Fire, LE, etc.

California Governor’s Office of Emergency Services (Cal OES) ▪ Cal OES provides support to the local jurisdiction through the operational area coordinator
▪ Cal OES serves as the conduit between the local jurisdiction and the federal government
▪ Resources can be requested through established chain of command and will be coordinated via the mission tasking system
▪ State agencies will provide direct or indirect support to the local jurisdiction for a wide range of activities
Federal Emergency Management Agency (FEMA)
▪ FEMA’s mission is to help before, during, and after disasters ▪ FEMA provides resources for all phases of emergency management, and most notably provides disaster relief programs for those affected by disaster CERT
▪ The CERT program educates people about disaster preparedness for hazards that may impact their area and trains them in basic disaster response skills, such as fire safety, light search and rescue, team organization, and disaster medical operations
36 ▪ Using the training learned in the classroom and during exercises, CERT members can assist others in their neighborhood or workplace following an event when professional responders are not immediately available to help ▪ CERT members also are encouraged to support emergency response agencies by taking a more active role in emergency preparedness projects in their community.

Citizens Adversity Support Team (C.A.S.T.)
▪ Since 1993, CAST has provided 24-hour trauma coverage for the community
▪ Trained volunteers provide emotional support, arrange for follow-up services, serve as advocates for the rape victims, and generally assist families with their unique needs in time of trauma
▪ The CAST program is a coalition of the Chula Vista Police and Fire departments, American Medical Service, Scripps Memorial Hospital, Sharp Chula Vista Medical Center, and Greenwood and Glen Abbey Mortuaries.

South Bay Amateur Radio Society (SOBARS)
▪ SOBARS volunteer members lend their expertise to the City to support emergency preparedness and response efforts in amateur radio and other communications services
American Red Cross (ARC)
▪ The American Red Cross assists with shelter operations, including managing and operating shelters
▪ The ARC assists with family reunification
▪ It provides counseling services as necessary
2-1-1
▪ 2-1-1 provides current emergency information to non-emergency callers ▪ It helps PIOs for media monitoring and rumor control
▪ 2-1-1 refers prospective volunteers to organizations that are accepting volunteer assistance

37 ROLES AND FUNCTIONAL RESPONSIBILITIES

MANAGEMENT RESPONSIBILITIES
Primary (Local) Supporting (Local) Supporting Agency

EOC ACTIVATION City Manager City Council
Deputy City Manager Mayor
Asst City Manager Animal Care
City Attorney
City Clerk
Communications
Development Services
Economic Development
Finance
Fire
Human Resources
Information Technology
Law Enforcement
Public Works
Recreation
Emergency Mgt

PUBLIC INFORMATION Communications City Council Cal OES
Mayor Cal Highway Patrol
City Manager County Office of Educ
Animal Care SDG&E
Fire 2-1-1 San Diego
Law Enforcement American Red Cross
Public Works Salvation Army
Recreation Humane Society
Emergency Mgt County of SD (OA)

DISASTER COUNCIL Mayor
City Manager
Assistant City Manager
Fire
Law Enforcement
Public Works

POLICY GROUP Mayor City Council
City Manager
City Clerk

EMERG PROCLAMATION City Manager City Council
Mayor
City Attorney
City Clerk
Fire
Law Enforcement
Public Works
Emergency Mgt

PRESS CONFERENCES Mayor Communications County of SD (OA) City Manager Fire
Law Enforcement
Public Works
Emergency Mgt
38 RUMOR CONTROL Communications 2-1-1

OPERATIONS RESPONSIBILITIES
Primary (Local) Supporting (Local) Supporting Agency

INCIDENT COMMAND Fire Law Enforcement
Law Enforcement Fire
Public Works Public Works
Emergency Mgt

EOC MANAGEMENT Emergency Mgt

ALERT AND WARNING Law Enforcement Communications 2-1-1 San Diego Fire
Public Works
Emergency Mgt

EVACUATION/RE-ENTRY Law Enforcement Fire
Public Works
Emergency Mgt

ACCESS CONTROL Law Enforcement Fire

TRAFFIC CONTROL Law Enforcement Public Works Cal Highway Patrol

CROWD CONTROL Law Enforcement Fire
Public Works

ANIMAL RESCUE Animal Care Humane Society

ESTABLISH PERIMETER Law Enforcement Public Works

SITE/SCENE SECURITY Law Enforcement

SEARCH AND RESCUE Fire Law Enforcement

FIRE SUPPRESSION Fire City Manager County of SD (OA)
Animal Care
Communications
Economic Development
Law Enforcement
Public Works
Recreation
Emergency Mgt

HAZARDOUS MATERIALS County of SD (OA) Fire
Law Enforcement
Public Works
Emergency Mgt

RADIOLOGICAL PROTECT County of SD (OA Fire
Emergency Mgt

MED MULTI-CASUALTY Fire Law Enforcement County of SD (OA) Emergency Mgt

39 PUBLIC HEALTH County of SD (OA) Fire
Emergency Mgt

BEHAVIORAL HEALTH County of SD (OA) Emergency Mgt

AGRICULTURE County of SD (OA) Emergency Mgt

SHELTER OPERATIONS American Red Cross Recreation County of SD (OA) Recreation Emergency Mgt

DEBRIS REMOVAL Public Works Emergency Mgt County of SD (OA)

FLOOD FIGHTING Emergency Mgt

UTILITY RESTORATION SDG&E Emergency Mgt
Public Works

PLANNING/INTEL RESPONSIBILITIES
Primary (Local) Supporting (Local) Supporting Agency

SITUATIONAL AWARENESS Emergency Mgt Animal Care
Communications
Development Services
Economic Development
Finance
Fire
Human Resources
Information Technology
Library
Law Enforcement
Public Works
Recreation

DOCUMENTATION City Clerk City Attorney
Communications
Finance
Emergency Mgt

GIS Information Technology

ADVANCED PLANNING Development Services Emergency Mgt.

LOGISTICS RESPONSIBILITIES
Primary (Local) Supporting (Local) Supporting Agency

SUPPLY Public Works

TRANSPORTATION Public Works

FACILITIES Public Works

PERSONNEL Human Resources

COMMUNICATION S/IT Information Technology

VOLUNTEER COORDINATION Emergency Mgt County of SD (OA)
County of SD (OA)
40 DONATIONS MGT Emergency Mgt County of SD (OA)
(County of SD (OA)

FINANCE/ADMIN RESPONSIBILITIES
Primary (Local) Supporting (Local) Supporting Agency

COMPENSATION/CLAIMS Finance Emergency Mgt

COST ACCOUNTING Finance Emergency Mgt

PROCUREMENT Finance Emergency Mgt

REIMBURSEMENT Finance Emergency Mgt Cal OES
County of SD (OA)

RECOVERY RESPONSIBILITIES
Primary (Local) Supporting (Local) Supporting Agency

RECOVERY DIRECTOR Development Services Public Works
Emergency Mgt

DAMAGE ASSESSMENT Public Works Communications Cal OES
Development Services County of SD (OA)
Fire VOAD
Law Enforcement
Emergency Mgt

DEBRIS REMOVAL Public Works Communications County of SD (OA) Finance VOAD
Emergency Mgt

PUBLIC ASSISTANCE Emergency Mgt City Council Cal OES
Deputy City Manager County of SD (OA)
Public Works

INDIVIDUAL ASSISTANCE Emergency Mgt City Council Cal OES City Manager County of SD (OA)
Public Works VOAD

LOCAL ASSISTANCE CENTER County of SD (OA) Communications Cal OES Development Services VOAD
Economic Development
Finance
Fire
Public Works
Recreation
Emergency Mgt

41 SECTION V: ACTIVATION OF THE EOP

INTRODUCTION
The City’s EOP is an all-hazards plan that is scalable and flexible to meet the response needs of an incident. The EOP should be activated when an emergency has occurred (or might occur). The following circumstances would warrant an activation:
 When so ordered by the City’s Director of Emergency Services, as designated in Municipal Code 2.14.090 and provided that the actual or potential emergency has been proclaimed in accordance with the existing ordinance; or  When the Operational Area (OA), County of San Diego Office of Emergency Services, proclaims a local emergency that includes the City; or  When the Governor has proclaimed a state of emergency in an area including the City; or
 When a State of War Emergency has been proclaimed under the statutory triggers identified in the California Emergency Services Act (California Government Code Chapter 7:1:2 § 8620-8624); or
 When there is a Presidential declaration of a national emergency

AUTHORITY TO ACTIVATE THE EOP
The City requires the Director of Emergency Services, and the other emergency services chiefs to develop and manage a comprehensive emergency management plan for the jurisdiction. These individuals are responsible for activating of the City’s EOP.

The following personnel have the authority to activate the EOP:
 City Manager (Assistant or Deputy—following established line of succession)  Director of Emergency Services (Assistant Director)
 Fire Chief
 Law Enforcement
 Director of Public Works
 Emergency Services Coordinator

42 LEVELS OF ACTIVATION
The State of California Emergency Plan identifies three levels of emergencies used to categorize emergency response. These same levels are used by the San Diego County Operational Area (OA), and the City.

CHART 2

ACTIVATION LEVEL

CONDITIONS/DEFINITIONS

NORMAL OPERATIONS/

MONITORING

A constant state of readiness, wherein emergency
management functions maintain situational awareness
and operational capabilities. First responders manage
day-to-day incidents within this level.

LEVEL 3

A minor to moderate incident wherein local resources
are adequate and available. A local emergency is
unlikely

LEVEL 2

A moderate to severe emergency wherein local
resources are not adequate and mutual aid may be
required from the OA, region, or state. A local
emergency may or may not be proclaimed.

LEVEL 1

Major disasters wherein resources in or near the
impacted area are overwhelmed and extensive, and
state and/or federal resources are required. A local
emergency proclamation is likely, and state of
emergency may be proclaimed. A presidential
declaration of emergency or major disaster may be
requested.

43 EMERGENCY OPERATIONS CENTER (EOC)--OVERVIEW
The Chula Vista Emergency Operations Center (EOC) is integral in the coordination of successful response and recovery operations. The EOC serves in support of the incident commander and field responders. With centralized decision making, personnel and other resources can be utilized more effectively. Coordination of activities through the EOC ensures that all tasks are accomplished with little or no duplication of effort, and with the highest probability of success.

Day-to-day operations are conducted by departments and agencies throughout the city.

When a major emergency or disaster occurs, the EOC provides the centralized management needed to facilitate a coordinated response.

EOC ACTIVATION
The level of EOC activation is dependent on the severity of the impending disaster or emergency. EOC activation levels are likely to correspond with the emergency response levels listed above.

Activation Procedures:
 The Incident Commander will submit a recommendation for EOC activation through their chain of command (Fire, Law Enforcement, and/or Public Works)  The Fire Chief, Law Enforcement Chief, or Public Works Director will notify the Director of Emergency Services (or City Manager) and advise of the impending emergency requiring EOC activation
 The Director of Emergency Services will coordinate with City public safety personnel and decide on EOC activation
 EOC staff will be notified through the City’s mass notification system of an EOC activation.

The decision to activate the EOC may be considered under the following circumstances:

EVENT ACTIVATION RECOMMENDED STAFF
 Structure fire displacing large
number of residents
 Law Enforcement activity
requiring evacuation or shelter
in place
 Two or more large incidents
involving 2 or more City
departments

LEVEL 3
Monitoring

 EOC Director
 Operations
Section
Coordinator
 Planning Section
Coordinator
 Public Information
Officer
44 EVENT ACTIVATION RECOMMENDED STAFF
 Notified of a credible attack on
a target within the city
boundaries
 Minor earthquake of 4.0 – 4.9
magnitude within San Diego
County and affecting the City
 Severe storm predicted to bring
high wind and heavy rain
 Notification of Public Safety
Power Shutoff (PSPS) affecting
the City
 EOC activation in a
neighboring jurisdiction during
a major event
 Emergency involving multiple
City departments with heavy
resource involvement
 Wildland fire threatening
developed areas
 Severe weather damage
necessitating damage
assessment information
collection
 Moderate Earthquake 5.0 – 5.9
magnitude centered in San
Diego County.

LEVEL 2

Transitional
Activation

(modified as
needed)

 All LEVEL ONE
positions
 Section
Coordinators
 Agency
Representatives
(as needed)
 Branches/Units
(as needed)
 Any natural disaster casing
evacuations and/or damages
 Major Earthquake of 6.0 or
greater, centered in the City or
neighboring jurisdiction
 A Local Emergency has been
proclaimed for the City.
 A State of Emergency has
been declared by the Governor
in our County.

LEVEL 1

Full
Activation

 All EOC positions
 Staff for second
operational
period alerted

45 Deactivation of the EOC
The decision to deactivate the EOC will be a coordinated discussion among City leadership (the Policy Group) and the incident commander/unified command in the field.

There are several factors that influence the decision to deactivate the EOC however, the EOC is generally deactivated when the incident response operations have concluded and begin transitioning to recovery operations. It should be noted that the EOC may need to remain activated to facilitate recovery operations. Therefore, EOC deactivations are situation dependent.

EOC ORGANIZATION
The City’s Emergency Services Coordinator is responsible for ensuring the on-going readiness of the EOC and EOC personnel. All City departments are required to provide staff to fill EOC positions as necessary.

During emergency operations, the EOC, in accordance with SEMS, is organized into six major functional areas. They are:

1. Policy Group

2. Management

3. Operations

4. Planning/Intelligence

5. Logistics

6. Finance/Administration
There are several procedural responsibilities common to all the sections. These responsibilities include gathering and verifying information; decision-making; coordinating; briefing; advising; following procedures; providing, notifying, and scheduling staff; and comprehensive record-keeping.

The City’s EOC Organizational Chart can be found in the Appendix.

EOC LOCATION
The EOC is located at 276 Fourth Ave., Chula Vista. The Alternate EOC is located at 1800 Maxwell Rd., Chula Vista. The EOC will be used during any EOC activation unless that location is compromised or inaccessible. In such a circumstance, operations would be moved to the alternate EOC. If a physical set-up of the EOC is impossible, virtual technologies will be employed for the purposes of briefings, assignments monitoring, and dissemination of public information.

46 PROCLAMATION OF A LOCAL EMERGENCY
The Director of Emergency Services may request the City Council to proclaim that there is a present or potential threat of a “local emergency.” In the absence of the Director, the legally appointed alternate may make this request.

If the City Council is not in session, or cannot be convened in a timely manner, the Director (or duly appointed alternate) may issue the proclamation.

The City Council must ratify any such proclamation at its next regularly scheduled council meeting. If the Council does not act to ratify the proclamation at that time, the proclamation will have no further force or effect. It may, however, be terminated sooner by the City Council at a special meeting called by the council for that purpose.

In the local proclamation, the Director of Emergency Services may also request the Governor to proclaim a “state of emergency” when, in the opinion of the Director, the locally available resources are inadequate to cope with the emergency.

Whenever a local emergency is proclaimed, a copy of the proclamation will be sent to the County of San Diego Office of Emergency Services. In its capacity as the Operational Area, that agency will be asked to forward the local proclamation to the State for further considerations.

A local proclamation empowers the Director of Emergency Services to:
 Make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by such emergency; provided, however, such rules and regulations must be confirmed at the earliest practicable time by the city council
 Obtain vital supplies, equipment, and such other properties found lacking and needed for the protection of life and property and to bind the city for the fair value thereof and, if required immediately, to commandeer the same for public use
 Require emergency services of any city officer or employee and, in the event of the proclamation of a “state of emergency” in the county in which this city is located or the existence of a “state of war emergency”
 Command the aid of as many citizens of this community as deemed necessary in the execution of his/her duties; such persons shall be entitled to all privileges, benefits, and immunities as are provided by state law for registered disaster services workers
 Requisition necessary personnel or material of any City department or agency; and
47  Execute all his/her ordinary power as emergency manager, all the special powers conferred upon him/her by this chapter or by resolution or emergency plan pursuant hereto adopted by the City Council, and by any other lawful authority.

MUTUAL AID
Mutual aid, including personnel, supplies, and equipment, is provided in accordance with the California Master Mutual Aid Agreement, and other local Mutual Aid Agreements. (A link to the Master Mutual Aid Agreement may be found in the Appendix/Attachments section.)
In San Diego County, jurisdictions are linked through various mutual aid agreements.

The City, through its Fire, Law Enforcement, and Public Works Departments has existing mutual aid agreements, including automatic mutual aid, with regional partners.

These agreements are often utilized daily and are always available on an as needed basis.

The City’s EOP is supported by various strategic and tactical plans of City departments, as well as the operational plans of partner agencies throughout San Diego County. The City’s EOP is designed under the guidance of the Operational Area EOP. The emergency preparedness, response, and recovery process, polices, and activities described within this EOP are consistent with the uniform coordination that exists among all OA partners in local government, non-governmental organizations, and the private sector.

Additional information about the process for mutual aid operations can be found in the functional annexes of the County of San Diego EOP. (See Attachments section) These annexes describe mutual aid coordination for fire and rescue, law enforcement, mass care and shelter, public health, public works, and many other functions.

48 SECTION VI: DIRECTION, CONTROL, AND COORDINATION
The City utilizes the Standardized Emergency Management System (SEMS) for coordinating all local emergencies. The framework of SEMS incorporates the use of the Incident Command System, multi-agency or interagency coordination, Operational Area concepts, and the State’s Master Mutual Aid Agreement.

SEMS is flexible, scalable, and designed to meet the operational needs of any situation.

It can be partially or fully implemented to manage a potential or actual threat or an emerging or ongoing incident. SEMS may also be implemented in advance of a planned event which may increase the likelihood of a strain on existing emergency response resources. When appropriately initiated, SEMS allows for an incident-specific scaled response, the efficient delivery of needed resources, and the effective coordination of emergency response and management activities.

The following is the hierarchy of the local response structure:
▪ Field or on-scene operations
▪ Department-specific operational coordination
▪ Situational Management coordinated at the Emergency Operations Center (EOC)
▪ San Diego County Operational Area (OA) assistance
▪ State Coordination
▪ Federal Coordination

FIRST RESPONDERS (FIELD OPERATIONS/ON SCENE OPERATIONS) First Responders use ICS to manage response operations. All public safety departments follow standard operating procedures when managing an incident internally and/or in coordination with multiple City departments. During any incident, an Incident Commander (IC) or Unified Command post (UC) will be established. The IC/UC is responsible for developing and implementing the tactical response to the incident.

Tactical roles and responsibilities are outlined in agency SOPs and other procedural guides.

DEPARTMENT OPERATIONS CENTER (DEPARTMENT-SPECIFIC

OPERATIONS)
Some city departments may open a Department Operations Center or DOC. These second-tier command centers allow individual departments (or groups of departments) to better track their resources and manage their departments’ roles and responsibilities.

DOCs typically operate from their usual locations without directly reporting to the Emergency Operations Center (EOC). DOCs communicate directly with the field, 49 mitigating field needs, and potentially addressing these needs before they even reach the EOC. DOCs may or will (1) assist with the coordination of emergency operations; (2) always communicate their actions to the EOC; and (3) sometimes request resources that may be outside of their normal scope. Each DOC is linked to the EOC through the EOC’s Operations section, directly communicating with the coordinators assigned for each specific function.

EMERGENCY OPERATIONS CENTER (OVERALL INCIDENT

MANAGEMENT)
When an incident requires the activation of the Emergency Operations Center (EOC), the Incident Commander or the designated head of Unified Command will maintain authority to direct the tactical response. The EOC, however, assumes management of the overall coordination for the incident. It is up to the EOC to establish the priorities for the response and for all responders to the emergency. Coordination elements include but are not limited to (1) incident communications; (2) ordering and allocating resources; (3) collecting and disseminating information to the response teams; (4) issuing alerts and warnings; and (5) providing information to the public.

The EOC is organized into six (6) sections, each responsible for carrying out a different aspect of the response.

1. Policy Group: This group is responsible for providing direction and intent for overall incident operations. The Policy Group focuses on setting objectives to support incident response and maintain continuity of operations for the City.

2. Management Section: This section is responsible for overall EOC operations and coordination. The Management section facilitates the EOC response at the direction of the Policy Group and makes sure that all EOC functions are operational.

3. Operations Section: This section is responsible for coordinating all incident- related strategic operations as directed by the Policy Group and/or Management Section. The Operations Section coordinates priority missions with the branch coordinators and it ensures resource deployments which are consistent with the objectives set by the EOC.

4. Planning and Intelligence Section: The P/I Section maintains situational awareness for the EOC by collecting, analyzing, and sharing incident-related information. It also prepares the EOC Action Plan and maintains resource status reports.

5. Logistics Section: This section provides any resources which support the City’s disaster response. Resources may include, but are not limited to, personnel, space, vehicles, and equipment.
50 6. Finance/Administration Section: The Finance/Administration section maintains accurate financial records generated during the emergency and makes sure that all incident-related costs are tracked. The section all ensures that all recovery-related costs and expenses are properly recorded.

OPERATIONAL AREA
Once it has been determined that an incident is beyond the capabilities of the City and/or its mutual aid agreements, the City may request the assistance of the County of San Diego, which, through its designation as the Operational Area (OA). may provide additional support and resources to the City or region. Direction and control of the local incident remains with the City. When a request is initiated by the City, additional assistance related to direction and control may be provided by the County OA.

The County of San Diego manages the OA EOC. The decision to activate the OA EOC will be made by the County’s Director of OES. The Director may also activate the OA EOC when (1) there is an incident involving an unincorporated area; (2) there is an incident involving the unincorporated area plus one or more cities; or (3) when there is an incident involving two or more cities. The OA EOC will help coordinate incident responses among all affected local jurisdictions.

STATE COORDINATION
The OA EOC communicates with the State Operations Center (SOC) on behalf of the local jurisdictions. During major emergencies, state government resources are mobilized through Cal OES in response to requests received through regional mutual aid coordinators. Jurisdictional needs are communicated to the OA EOC which then communicates these needs directly to the state.

FEDERAL COORDINATION
When the federal government responds to an emergency or disaster within the City, it will coordinate with the state to establish a Unified Coordination Group (UCG) in accordance with unified command principles. The UCG will integrate state and federal resources and set priorities for implementation. The UCG may activate a Joint Field Office (JFO) to facilitate unified operations. When a JFO is activated, the SOC will transfer operational control to that facility.

51 SECTION VII: INFORMATION COLLECTION, ANALYSIS,

AND DISSEMINATION
Gathering accurate information, analyzing that information, and then sharing accurate, timely, and appropriate information are the essential activities which support successful planning, emergency responses, and efficient recovery efforts.

INFORMATION COLLECTION
Prior to the activation of an EOC, information is collected in the field by the Incident Commander and by emergency dispatchers who may have been alerted to the incident.

When the decision is made to activate the EOC, gathering accurate information becomes a top priority for the EOC. Collecting good information and data is essential for maintaining situational awareness and establishing a common operating picture. The Planning and Intelligence section in the EOC is tasked with seeking out and collecting incident information and compiling the information into useable formats. The P/I Section receives updated information from field personnel (through the Operations Section), media outlets, social media platforms, and various other sources.

Obtaining accurate information and rapidly assessing it are essential tasks at the beginning and throughout emergency response activities. Critical information, known as Essential Elements of Information (EEI), includes information about:
▪ Lifesaving needs, such as evacuation or search and rescue ▪ The status of critical infrastructure, including transportation, utilities, communication systems, fuel, and water supplies
▪ The status of critical facilities, like Law Enforcement and Fire stations, medical providers, water/sewage treatment facilities, and media outlets ▪ The risk of damage to the community, for example, ruptured dams and levees, damage to facilities producing or storing hazardous materials, and anything that will threaten large areas of the city
▪ The number of citizens who have been displaced because of the event and the estimated extent of damage to their dwellings
▪ Information about the potential for cascading or concurrent events

ANALYSIS OF INFORMATION
All information collected will be analyzed by response personnel, EOC staff, supporting agencies, decision-makers, and any partner with a vested interest in the planning, response, and/or recovery processes. Analysis of information involves vetting and verifying that the information is accurate, timely, and usable.

52 DISSEMINATION OF INFORMATION
Once information has been collected, vetted, and verified, it will be distributed to a range of recipients. Information is shared from the field to the EOC and from the EOC to the field. It is also shared with collaborating agencies and may be shared with the public by way of the various news-reporting media or social media.

Information may be distributed internally through verbal communications, E-mail, WebEOC, 800 MHz radio, phone platforms (person to person calls, conference calls, virtual meetings, etc.), and EOC briefings.

Regularly occurring EOC briefings will be held to update departments and affiliated agencies, organizations, and any entities with a direct or peripheral role in the declared emergency. These briefings will be held on either a fixed schedule or as often as needed.

Any information being released to the public must be approved for release by the IC and/or EOC Director. When appointed, the incident’s Public Information Officer (PIO) is responsible for releasing information through all appropriate channels. External partners and the public may receive information through any of the methods, and may also find information through press releases, broadcast alerts and warning messages, situational reports, social media, and other media outlets.

53 SECTION VIII: COMMUNICATIONS
During normal or stable operations, responders use the Regional Communications System (RCS) to facilitate emergency communications among response agencies throughout the county. The RCS provides public safety voice and data communications to San Diego County agencies via 800Mhz radio, for the purpose of improving public safety, public service communications, and interoperability. The San Diego County Sheriff's Department's Wireless Services Division oversees the operation and maintenance of the RCS.

INCIDENT COMMUNICATIONS
Response to local emergencies is managed by first responders operating under the Incident Command System (ICS). The City has designated radio channels for the public safety departments.

Fire
Day-to-day radio communications are managed by the City of San Diego Emergency Communications and Data Center (ECDC). It is staffed 24/7 with dispatchers and administrative personnel. The center is responsible for all medical, fire, and rescue operations in the City.

Law Enforcement
The Chula Vista Police Department manages and coordinates law enforcement communications for the City. LE’s dispatch center also coordinates with the City of San Diego ECDC to ensure communication coordination and interoperability with the Fire Department.

Public Works
The Public Works Department operates a departmental dispatch center to receive public requests for service and assign public works crews to address the issues.

Additionally, the Public Works Dispatch Center also receives emergency communications from the Chula Vista Police Department Dispatch Center when service calls require coordination from both departments.

ALERTS AND WARNINGS
SD County residents, and particularly local residents receive emergency notifications through three different alert and warning systems within San Diego County. These systems are (1) the Emergency Alert System (EAS); (2) Wireless Emergency Alerts (WEA); and (3) AlertSanDiego or Accessible AlertSanDiego. 54 EAS
The State of California has been divided into "EAS Operational Areas" for the purpose of disseminating emergency information. The San Diego EAS Operational Area encompasses the entire County. Under Federal guidelines, local EAS operational plans are written by the broadcast community. Two radio stations, KOGO (600 AM) the Local Primary (LP)-1 and KLSD (1360 AM) the Local Primary (LP)-2 have emergency generators and have volunteered to be the local primary stations for the OA.

All radio and television stations in San Diego County along with all cable TV providers will be broadcasting emergency public information in the event of an activation of the EAS. The system is designed so that all the radio, TV and cable stations/systems monitor the LP-1 and LP-2 stations and forward the information to their listeners and viewers.

The County’s Office of Emergency Services (OES) is authorized to activate the EAS.

Local jurisdictions in the OA can contact the OES Duty Officer to activate the system in the event of the need to notify its citizens to take protective actions or to provide emergency information.

Wireless Emergency Alerts (WEA)
The WEA system is a federally maintained alert and warning system. It is available to all residents, including those in this jurisdiction, to notify them in times of severe or extreme hazards within the framework, agreements, rules, and protocols agreed upon by the Federal Emergency Management Agency (FEMA), the Federal Communications Commission (FCC), and the Unified Disaster Council (UDC).

Through the County’s existing mass notification system (Blackboard Connect), jurisdictions can initiate WEA messages. WEA messages are emergency notifications sent by authorized government alerting authorities, as determined by the jurisdiction, through mobile carriers and broadcast to mobile phones receiving a signal from cell towers within or near the alert area.

WEA version 3.0 from FEMA/FCC incorporates .10-mile geo-targeting capability which allows jurisdictions to notify residents with greater accuracy. Since WEA messages may have regional implications and may be received by residents in surrounding jurisdictions, WEA messages require regional coordination.

If a jurisdiction’s public safety official (Incident Commander, or other authorized alerting authority as determined by the Jurisdiction) determines that the severity of an incident necessitates public alert through WEA, the public safety official will request that a WEA is developed and sent out through their respective dispatch agency. Note that the use of the WEA system is solely authorized for severe or extreme hazards. 55 Severe or extreme hazards are incidents where an emergency threatens, or is imminently expected to threaten, life, health, or property. WEA messages must contain protective action instructions that recipients should follow to reduce vulnerability to the specific threat.

Protective action instructions may include one or more of these terms:

1. “Shelter” – Shelter in place

2. “Evacuate” – Relocate as instructed

3. “Prepare” – Make preparations

4. “Execute” – Execute a pre-planned activity

5. “Avoid” – Avoid the hazard

6. “Monitor” – View local information sources

7. “All clear” – The event no longer poses a threat or concern AlertSanDiego and Accessible AlertSanDiego
The County of San Diego has instituted a regional notification system that is able to send telephone notifications, texts and emails to residents and businesses within San Diego County who are impacted by, or in danger of being impacted by a disaster.

This software system is called “AlertSanDiego.” It is used by emergency response personnel to notify residents at risk with information about the event and/or actions (such as evacuation, shelter in place, gas leak, missing person at risk, etc.) AlertSanDiego enables emergency dispatchers to call residents, via a reverse 9-1-1 protocol. The call will alert them to emergency actions which may need to be taken.

AlertSanDiego combines GIS mapping technologies with 9-1-1 calling data in an easy-to-use interface. The system utilizes the region's 9-1-1 database, provided by the local telephone companies, which includes both listed and unlisted landline phone numbers. It is TTY/TDD capable.

AlertSanDiego is also available in accessible formats. “Accessible AlertSanDiego” provides emergency management with the capability of alerting and informing residents of San Diego County who are hearing or sight impaired. Such users will be informed before, during, and after a disaster. Accessible AlertSanDiego sends accessible alerts and information to internet and video-capable devices, such as computers, cell phones, smart phones, tablet computers, and wireless Braille readers.

Residents are also encouraged to self-register their Voice Over Internet Protocol (VoIP), cellular telephone numbers, and/or email addresses to receive notifications via phone, text, email, and/or American Sign Language with English voice and text. 56 If a jurisdiction’s Public Safety Official, as determined by the Jurisdiction, determines that the severity of an incident necessitates public alert through AlertSanDiego, the public safety official will be responsible for processing and disseminating the AlertSanDiego message.

Use of AlertSanDiego system is authorized for the following purposes:

1. Imminent or perceived threat to life or property

2. Disaster notifications

3. Evacuation notices

4. Public health emergencies

5. Any notification to provide emergency information to a defined community

Use of AlertSanDiego email and text alerts for registered mobile devices are authorized to issue a notice about a missing person who may be at risk.

PUBLIC INFORMATION
The need for accurate and timely public information, complete with concise instructions, is a necessity during an emergency. The Office of Communications and the respective public information officers from the public safety departments staff the EOC in response to disasters or emergencies.

Team members must be able to quickly access tools such as the Internet, social media platforms and the City’s intranet. Some team members may work from remote locations if they cannot get to the EOC. Team members process emergency information and confirm with the EOC Director as to which emergency updates may be distributed to public outlets. Only information verified/approved by the Incident Commander and the EOC Director can be disseminated by the communications team. The communications team generally disseminates information about areas within the City’s jurisdiction only, but makes referrals to, and coordinates with, other jurisdictions.

The communications team distributes information using several methods, including social media, email subscription services, news conferences, and incident updates (brief press releases). Updated public messaging describes (1) the nature of the hazard; (2) the recommended or required protective actions to take; and/or (3) shelter or recovery information.

All communication must be effective, equitable, and redundant. The communications team ensures all public information is accessible to the whole community. Inclusive public communications include but are not limited to:
57 • Accessible public information/messaging throughout event • Social Media Platforms
• Direct communication accommodations
• Visual Language Translators/Pictograms
• Certified ASL (American Sign language) Interpreter(s) • Video Relay Services (VRS)/ Video Remote Interpreting (VRI) availability • Assistive Listening Devices
• Non-English Translators
• Accessible Website updates
• Accessible materials (e.g., forms, brochures)
• Personal Assistant Services (PAS) availability
• Large font signage
• Non-English signage
• Press conference with equal accessibility
• Closed Captioning

58 SECTION IX: ADMINISTRATION, FINANCE, AND LOGISTICS

ADMINISTRATION--DOCUMENTATION
Documentation of an emergency incident is an essential task that must be completed during a declared emergency. An incident may have written, visual, and audio records that provide the details of each step of the emergency response. These records must be collected and saved to provide the full documentation of a response. These records are essential when preparing debriefings, lessons learned documents, After Action Reports (AAR), and follow-up action steps. These records will allow the Emergency Planner and the Emergency Planning team to revise and/or develop more functional emergency plans.

Incident Reports
Incident reports capture the narrative of the call for service and any decisions that were made thereafter. Field responders complete incident reports detailing actions taken. All radio communications are monitored by dispatch centers across the county, recording radio transmissions and creating transcripts for records.

Reports Generated by the EOC
EOC personnel complete activity logs which provide a chronological log of the activities and response actions of their respective sections. In addition to the activity logs, EOC personnel provide information to WebEOC to share with other responders in the region.

WebEOC is the situational awareness tool that captures incident updates and paints a picture of incident progression.

The EOC is also responsible for producing the EOC Action Plan. The EOC Action Plan provides overall incident actions and strategies. All EOC personnel provide input to the action plan, which is approved by EOC management, and carried out by all incident personnel.

Damage Assessment/Cost Recovery Documentation
Damage assessment and cost recovery are significant elements of incident documentation. Damage estimates are needed to secure public assistance and individual assistance for anyone affected by the disaster. The State and Federal reimbursement process requires accurate documentation of costs incurred, including expense related to personnel, equipment, materials, contracts, etc. City departments will coordinate to ensure all resources and costs are captured through the various departmental tracking systems.
59 Following a disaster, jurisdictions must be able to identify, quantify, and describe the damages that have occurred through the preparation of damage assessments. Damage assessments allow jurisdictions to report the level of damage experienced, substantiate requests for additional assistance from state or federal partners, and identify community needs.

The City will utilize available personnel to patrol the city and begin collecting information about the type of damaged witnessed. They will estimate and/or quantify the extent of damages. This includes personnel from Law Enforcement, Public Works, Fire, Engineering, CERT members, etc. This information is collected and compiled into an initial damage estimate (IDE) report which is sent to the County Office of Emergency Services. County OES will compile all jurisdictional IDEs and submit them to the state then for further consideration of the need for preliminary damage assessments (PDA).

PDA is the step in the assessment process which validates data and damages identified through IDEs. PDAs are conducted by state and federal officials. If PDAs are scheduled, the City will provide representatives to participate in the PDA tour of the damaged areas.

The damage assessment process is described in more detail in the San Diego County Damage Assessment Concept of Operations.

After-Action Reports (AAR)
California Code of Regulations, Title 19, § 2450 requires that any jurisdiction declaring a local emergency for which the governor proclaims a State of Emergency, and any state agency responding to that emergency shall complete and transmit an after-action report to Cal OES. The report must be a comprehensive review of the incident, including but not limited to response actions taken, necessary modifications to plans and procedures, and identified training needs.

The AAR contains an improvement plan that sets a path forward for the identified training needs and implementation of necessary improvements.

Record Retention Schedule
Documentation, records, and reports produced by the City must be retained according to policies set forth by the City’s established guidelines. Protocols also provide for the safe storage and proper disposal of all documentation. City retention guidelines establish the schedule and parameters for record-keeping. The City Clerk has established a retention schedule and the Information and Technology Services Department assists City departments with electronic back up of vital records. 60 (Vital records pertaining to emergency response may also be stored on the City’s intranet which is managed by the ITS Department. These records are routinely backed up and stored separately from the hard drives.)
Finance Section
The Finance Department manages all financial aspects of disaster response and recovery. The Finance Department has established city’s protocols for financial management. Protocols have been developed for procurement, cost accounting, and reimbursement. The Finance Director, (or designee), serves as the lead for the Finance Section in the EOC, monitoring all disaster expenditures, including timekeeping and extraordinary payroll; contract management; purchased, leased, or loaned supplies and equipment; and non-warehoused materials.

Therefore, the EOC Finance Section is responsible for tracking all costs associated with an EOC activation. It ensures all costs are appropriate with existing emergency operations procedures, and rules. The City’s disaster procurement policy is outlined in the City Municipal Code under section 2.56.100, Emergency Purchases. This authorizes emergency purchases under conditions that pose an immediate threat to public health, safety, or welfare.

The Finance Section also ensures that, to the greatest extent possible, all eligible costs are collected and submitted to State and Federal agencies for the purposes of reimbursement. Fiscal representatives from each City department, in coordination with the Recovery Director, will collaborate to make certain that all appropriate reimbursement documentation is submitted for all possible public and/or individual assistance reimbursement programs.

Public Assistance
Cost recovery is achieved through Federal and State public assistance programs. Each jurisdiction has the responsibility to complete and submit the required documents for both State and Federal public assistance programs, if seeking and accepting such assistance. There are various public assistance programs available based on the type of disaster that has occurred, including but not limited to:
• Fire Management Assistance Grant (FMAG)
• National Resources Conservation Service (NRCS) Emergency Watershed Program (EWP)
• U.S. Army Corps of Engineers Rehabilitation and Inspection Program • Federal Highway Administration Emergency Relief Program • US Department of Housing and Urban Development
• US Department of Agriculture Emergency Loans
61 • California Disaster Assistance Act (CDAA)
Each of these programs are referenced in the San Diego County Operational Area Recovery Plan and can be found in the most recent FEMA Public Assistance Program and Policy Guide.

Individual Assistance
Individuals are expected, whenever possible, to provide for themselves and be responsible for their own personal recovery. However, many individuals may need and reasonably expect the government to deliver assistance to them well after the disaster.

The City will coordinate with FEMA to acquire assistance from the Individuals and Households Program. The program provides financial assistance and/or direct services to those affected by a disaster who have extraordinary expenses and resource needs that they are unable to meet on their own. Assistance falls into two categories:
• Housing Assistance (including Temporary Housing, Repair, Replacement, and Semi-Permanent or Permanent Housing Construction)
• Other Needs Assistance (including personal property and other items) Logistics
Proper planning and forward-leaning preparations will greatly enhance the City’s ability to respond to and effectively manage a disaster. Adequate staffing, proper training, and sufficient warehousing of equipment and resources are key considerations. The City’s Emergency Management program takes the lead for ensuring the following examples of logistical actions before and during an emergency:

Before:
• The acquisition and resource-typing of County equipment • The stockpiling of critical supplies
• The designation of emergency facilities, shelter sites, family reunification areas, etc.
• The establishment of mutual aid agreements, (e.g., with the American Red Cross)
• The compilation and maintenance of accurate contact lists During:
• The movement and pre-positioning of emergency equipment • Arranging for food, respite and transportation for both victims and emergency responders
• Arranging for shelter facilities, as needed
62 • Calling for mutual aid
• Provide backup power and communications
• Establishing methods for cell phone recharging, oxygen refills for residents, etc.

Homeland Security Grant Program (HGSP)
Many of the resources required to sustain the City’s preparedness and response efforts are funded through the Homeland Security Grant Program. The HSGP supports the implementation of the National Preparedness System by building, sustaining, and delivering the core capabilities which will help achieving the National Preparedness Goal. The underlying National Preparedness Goal is a secure and resilient nation. Two additional programs provide funding for the City’s preparedness:

State Homeland Security Grant Program (SHSGP)
The State Homeland Security Program (SHSGP) is an assistance program that provides critical funds to build core capabilities at the State, local, tribal, and territorial levels. The SHSGP enhances national resilience efforts at the State level by minimizing disruptions and rapidly recovering from natural or manmade disasters. The SHSGP focuses on meeting the goals and objectives included in the State’s Homeland Security strategies and initiatives listed in the State Preparedness Report (SPR).

To be considered eligible for SHSGP assistance, activities implemented must support terrorism preparedness by building or enhancing prevention, protection, mitigation, response, and recovery efforts related to terrorism. It should be clearly noted that any capabilities which support terrorism preparedness simultaneously support all-hazard preparedness.

Urban Area Security Initiative (UASI)
As a part of the San Diego County Operational Area, the Cities in the County receive funding from the Urban Area Security Initiative. The UASI Program assists high-threat, high-density urban areas in their efforts to build and sustain the core capabilities necessary for the prevention, protection, mitigation, response, and recovery efforts related to acts of domestic or international terrorism. The UASI program provides financial assistance to help address the unique multi-disciplinary planning, organization, equipment, training, and exercise needs of these regions. The Whole Community approach is embraced by UASI-based planning.

Support Requirements/Mutual Aid
California's statewide emergency planning and response preparations are built upon a foundation of mutual aid. Mutual Aid is designed to ensure that adequate resources, 63 facilities, and other support are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation(s).

Realistically, no jurisdiction has the necessary resources to fully respond to and recover from a major or catastrophic disaster. The City will request mutual aid when appropriate; conversely, it fill mutual aid requests that come from another jurisdiction or region. This is done in accordance with SEMS and NIMS. Please note that the City will always coordinate with the County for hazardous materials incidents, public health crises, mass casualty and mass fatality events, and environmental protection services.

Resource Management
During any emergency, resource management rests with the entity/agency in charge of that incident. Typically, incident commanders will manage their resources from the established command post. If the EOC is activated, the EOC will support resource ordering and tracking. During any emergency, the logistics section’s primary responsibility is to ensure the mobilization, acquisition, and delivery of resources to support the response effort at the disaster sites, public shelters, EOC, etc.

64 SECTION X: PLAN DEVELOPMENT AND MAINTENANCE
The Operational Area (OA), as designated by the County of San Diego Office of Emergency Services, coordinates the update of the Operational Area Emergency Operations Plan (OA EOP) every four years. The OA EOP was developed following the guidelines contained within FEMA’s Comprehensive Preparedness Guide (CPG) 101.

The City, along with the other jurisdictions in San Diego County, utilize the OA EOP as the base upon which it has developed the current EOP. The San Diego County Emergency Managers Working Group established an EOP subcommittee charged with developing a local template based on the OA EOP. The subcommittee worked to identify the appropriate local-level operations, policies, and procedures needed for inclusion in this plan. The established goal of the OA EOP template is to further the standardization of plans and processes throughout the county. Every effort will be made to enhance the highest degree of collaboration and coordination within the OA.

Emergency Operations Plans are to be reviewed and revised according to a regularly occurring schedule or when one of the following may occur:
• Following a major incident
• When there is a significant change in operational resources (e.g., policy, personnel, organizational structures, management processes, facilities, equipment)
• After each activation
• Before and after major exercises
• When appropriate if there is a change in elected officials • Whenever there is a modification of the jurisdiction’s demographic profile, hazard, or threat assessment
• As formal updates of planning guidance or standards are implemented • In response to the enactment of new or amended laws or ordinances.

To ensure the EOP remains relevant and current, and in compliance with State-level regulations, the EOP will be reviewed and/or revised every two years. It must be brought before the City Council for adoption every four years.

Although the EOP is a public document, it is also a living document that may be changed frequently, therefore the most current version the of EOP is kept on file with the City. Anyone wishing to access the EOP may do so by contacting the City and requesting a copy of the EOP.
65 SECTION XI: AUTHORITIES AND REFERENCES
• Unified San Diego County Emergency Services Organization, Fifth Amended Emergency Services Agreement, 2005
• California Emergency Services Act, Chapter 7 of Division 1 of Title 2 of the Government Code
• San Diego County Operational Area Emergency Operations Plan – September 2018 • Petris (SEMS) SB 1841 Chapter 1069 - Amendments to the Government Code, Article 7, California Emergency Services Act
• California Master Mutual Aid Agreement
• Incident Command System, Field Operations Guide, ICS 420-1 • San Diego County Mutual Aid Agreement for Fire Departments • California Law Enforcement Mutual Aid Plan
• Public Works Mutual Aid Plan
• San Diego County Multi-Jurisdictional Hazard Mitigation Plan 2018 • San Diego Urban Area Tactical Interoperable Communications Plan, February 2006 • Unified San Diego County Emergency Services Organization Resolution adopting the National Incident Management System updated October 2017 • Developing and Maintaining Emergency Operations Plans Comprehensive Preparedness Guide (CPG) 101 Version 2.0, November 2010
• FEMA Independent Study (IS) 0368 - Including People with Disabilities and Others with Access and Functional Needs in Disaster Operations
• Guidance on Planning for Integration of Functional Needs Support Services in General Population Shelter, November 2010
• Public Law 288, 93rd Congress, Disaster Relief Act of 1974 • Public Law 920, 81st Congress, Federal Civil Defense Act of 1950 • A Whole Community Approach to Emergency Management: Principles, Themes ad Pathways for Action, December 2011
• California Government Code 8593.3 (2018) – Accessibility to Emergency Information and Services
• Web Content Accessibility Guidelines (WCAG) 2.0
• San Diego County Operational Area Recovery Plan (2019) • SEC
66 SECTION XII: ATTACHMENTS/APPENDIX
Master Mutual Aid Agreement (https://www.caloes.ca.gov/wp- content/uploads/Preparedness/Documents/CAMasterMutAidAgreement.pdf) Functional Annexes of the County of San Diego EOP
(https://www.sandiegocounty.gov/content/sdc/oes/emergency_management/oes_jl_oparea.html)

67 SECTION XIII: GLOSSARY
ACCESS AND FUNCTIONAL NEEDS (AFN) Access and functional needs (AFN) refers to individuals who are or have (1) physical, developmental, or intellectual disabilities; (2) chronic conditions or injuries; (3) limited English proficiency; (4) older adults; (5) children; (6) low income, homeless and/or transportation disadvantaged (i.e., dependent on public transit); (7) pregnant women.

ADAPTABILITY According to the National Response Framework, planning efforts need to be built on a foundation of flexibility, scalability, and adaptability. Adaptability refers to the idea that a plan must be constructed so that other departments, jurisdictions, or agencies can utilize some or all of the plan if needed.

AFTER ACTION REPORT(S) (AAR) An AAR is a detailed critical summary or analysis of a past event (such as an emergency event) made for the purposes of re-assessing decisions and considering possible alternatives for future reference.

ALL-HAZARDS (APPROACH OR PLANNING) By taking an All-Hazards approach, jurisdictions produce emergency plans that serve as the basis for effective response to any hazard that threatens the jurisdiction; facilitate integration of mitigation into response and recovery activities; and facilitate coordination with State, Federal, tribal, Non-Governmental, and other authorities when a local emergency, disaster or catastrophe is declared.

AMERICANS WITH DISABILITIES ACT OF 1990 (ADA) The Americans with Disabilities Act of 1990 or ADA is a civil rights law that prohibits discrimination based on disability. It affords similar protections against discrimination to Americans with disabilities as the Civil Rights Act of 1964, which made discrimination based on race, religion, sex, national origin, and other characteristics illegal, and later sexual orientation.

COMMAND AND CONTROL Command and Control, sometimes referred to as C2, is the exercise of authority and direction by a properly designated commander over assigned personnel in the accomplishment of the present mission. As all incidents have 68 a local beginning and end, Command and Control is typically established on-scene or within the local, affected area. Command and Control functions are performed through an arrangement of personnel, equipment, communications, facilities, and procedures employed by the Incident Commander in planning, coordinating, and controlling operations.

COMMAND STAFF Within an Incident Command System, the Command Staff is assigned to carry out staff functions needed to support the Incident Commander. These functions include interagency liaison, incident safety, and public information. Command Staff positions are established to assign responsibility for key activities not specifically identified in the General Staff functional elements.

COMMUNITY EMERGENCY RESPONSE TEAM (CERT) The Community Emergency Response Team (CERT) program educates volunteers about disaster preparedness for the hazards that may impact their area and trains them in basic disaster response skills, such as fire safety, light search and rescue, team organization, and disaster medical operations. CERT offers a consistent, nationwide approach to volunteer training and organization that professional responders can rely on during disaster situations, allowing them to focus on more complex tasks.

COMMUNITY RESILIENCY Community resilience is the sustained ability of a community to use available resources to respond to, withstand, and recover from adverse situations. This allows for the adaptation and growth of a community after disaster strikes.

COMPREHENSIVE EMERGENCY MANAGEMENT PLANS OR SYSTEM A
Comprehensive Emergency Management plan or system describes the responsibilities and capabilities of the agencies and organizations in a specified jurisdiction working to prevent, protect against, mitigate, respond to, and recover from emergencies and major disasters impacting the community.

CONCEPT OF OPERATIONS (CON-OPS) A concept of operations (Con-Ops) is a high-level description of the actions to be taken in the pursuit of mission accomplishment during any activation of an emergency operations or response plan.

The Con-Ops can be thought of from the perspective of ends, ways, and means. The 69 “end” is the stated objective, ranging from a very broad strategic aim to the accomplishment of a specific task. The “means” are the capabilities to be employed in each situation. The “ways” are the description of how the means are to be employed to achieve the ends.

CRITICAL INFRASTRUCTURE Critical Infrastructure includes the vast network of highways, connecting bridges and tunnels, railways, utilities, hospital and medical facilities, and buildings necessary to maintain normalcy in daily life. Transportation, commerce, public healthcare, clean water, fuel supplies, natural gas, and electricity all rely on these vital systems.

CULTURAL COMPETENCE Cultural competence refers to an ability to interact effectively with people of different cultures and socio-economic backgrounds, particularly in the context of human resources, non-profit organizations, and government agencies whose employees work with persons from different cultural/ethnic backgrounds. Cultural competence comprises four components: Awareness of one's own cultural worldview, Attitude towards cultural differences, Knowledge of different cultural practices and worldviews, and Cross-cultural skills.

DISASTER SERVICES WORKERS (DSW) During an emergency or disaster, the City may ask employees to do work outside the normal scope of their duties as Disaster Service Workers (DSW). All public employees in the State of California are considered Disaster Service Workers. Even though employees may work outside of their scope, they will not be asked to perform duties that require specialized technical skills or physical activities that are beyond their individual capacities or capabilities.

EMERGENCY EVENT An emergency is a situation that poses an immediate risk to health, life, property, or environment. Most emergencies require urgent intervention to prevent a worsening of the situation. Some, but not all emergency situations may be prevented or mitigated due to diligent pre-planning and risk reduction. Sometimes emergencies can be overwhelming and despite rapid and effective emergency response efforts, the situation may devolve into humanitarian or palliative care in the aftermath.

EMERGENCY OPERATIONS CENTER (EOC) The City’s Emergency Operations Center (EOC) serves as the coordination hub for an incident response. This facility provides a central intelligence arena for decision makers and response team personnel 70 to gather critical information, coordinate response activities, and manage personnel as the emergency dictates.

EMERGENCY OPERATIONS PLAN (EOP) The Emergency Operations Plan provides the structure and processes that the City utilizes to respond to and initially recover from an event. The EOP is therefore the response and recovery component of the Emergency Management Plan.

EMERGENCY PREPAREDNESS Emergency Preparedness is the state of readiness achieved through proper and timely planning. Such readiness relies on proactive steps taken to prepare for unexpected, serious, and dangerous occurrences. Emergency planning may involve preparation and planning for a natural or manmade disaster, accidents, security breaches, domestic and foreign terrorism, mass casualty incidents, mass fatality situations, food and water disruptions, supply chain interruptions, infrastructure damage, or any disruptive catastrophe.

EMERGENCY RESPONSE Emergency response includes any systematic response to an unexpected or dangerous occurrence. The goal of an emergency response procedure is to mitigate the impact of the event on people and the environment.

FLEXIBILITY According to the National Response Framework, planning efforts need to be built on a foundation of flexibility, scalability, and adaptability. Flexibility refers to the idea that a plan must be able to allow for improvisation and redirection if the original plan is rendered unusable.

FULL-SCALE EXERCISE A full scale exercise is a multi-agency, multijurisdictional, multi-discipline exercise involving functional responses (e.g., a joint field office, emergency operation centers, Department Operations Centers, etc.) and ‘‘boots on the ground’’ responses (e.g., firefighters decontaminating mock victims, EMS personnel establishing triage areas, activating alerts and messaging, etc.) It is intended to test and evaluate the operational capability of the emergency management system in an interactive manner.

71 GENERAL STAFF The group of incident management personnel reporting to the Incident Commander. They may have one or more Deputies, as needed. The General Staff consists of the Operations Section Chief, Planning/Intelligence Section Chief, Logistics Section Chief, and Finance/Administration Section Chief.

INCIDENT COMMAND SYSTEM (ICS) The Incident Command System (ICS) is a standardized approach to the command, control, and coordination of emergency response providing a common hierarchy within which responders from multiple jurisdictions, departments, or agencies can be effective.

INCIDENT COMMANDER (IC) The incident commander is the person responsible for all aspects of an emergency response; including quickly developing incident objectives, managing all incident operations, application of resources as well as responsibility for all persons involved. The incident commander sets priorities and defines the organization of the incident response teams and the overall incident action plan. The role of incident commander may be assumed by senior or higher qualified officers upon their arrival or as the situation dictates. Even if subordinate positions are not assigned, the incident commander position will always be designated or assumed.

INTEROPERABLE COMMUNICATIONS See “Interoperability” below.

INTEROPERABILITY Interoperability is an essential communications link within public safety and public service wireless communications systems which permits units from two or more different entities to interact with one another and to exchange information according to a prescribed method to achieve predictable results.

JOINT INFORMATION SYSTEM (JIS) A joint information system provides the process for merging incident information and public affairs into a united organization. This organizational structure provides consistent, coordinated, and timely information during a crisis or incident operations. Its mission includes (1) to provide a structure and system for developing and delivering coordinated interagency messages; (2) to develop, recommend, and execute public information plans and strategies on behalf of the incident commander; and (3) to advise the incident commander on public affairs issues that could affect a response effort, and controlling rumors and inaccurate information that could undermine public confidence.
72 MITIGATION Mitigation encompasses all activities that reduce or eliminate the probability of a hazard occurrence or eliminate or reduce the impact from the hazard if it should occur. In Comprehensive Emergency Management, mitigation activities are undertaken during the time prior to an imminent or actual hazard impact.

MULTI-AGENCY COORDINATION SYSTEM (MACS) Multi-agency Coordination Systems (MACS) are a part of the standardized Incident Command System. MACS provides the basic architecture for facilitating the allocation of resources, incident prioritization, coordination, and integration of multiple agencies for large-scale incidents and emergencies.

MUTUAL AID (AGREEMENTS) (ASSISTANCE) In the context of emergency management, mutual aid is an agreement among emergency responders to lend assistance across jurisdictional boundaries. This may occur due to an emergency response that exceeds local resources, such as a natural disaster act of terror. Mutual aid may be ad hoc, requested only when such an emergency occurs. It may also be a formal standing agreement for cooperative emergency management on a continuing basis, such as ensuring that resources are dispatched from the nearest locale, regardless of which side of the jurisdictional boundary the incident is on.

NON-GOVERNMENTAL ORGANIZATION (NGO) Organizations which are independent of government involvement are known as non-governmental organizations or non-government organizations. NGOs are a subgroup of organizations founded by citizens, which include clubs and associations that provide services to their members and others. NGOs are usually nonprofit organizations, and many of them are active in humanitarianism or the social sciences. Several NGOs avail themselves to the community during times of crisis.

OPERATIONAL AREA (OA) Operational Area refers to the Cal OES (Southern) region which has the responsibility of carrying out the coordination of information and resources within the region and between the SEMS state and regional levels to ensure effective and efficient support to local response. Operational Areas serve as the conduit for local and regional perspective and provide a physical presence for Cal OES functions at the local level in all phases of emergency management.

73 PUBLIC INFORMATION OFFICER (PIO) During ongoing and significant emergencies, the City may appoint or designate a Public Information Officer or Officer who would be responsible for creating and enabling communication between the jurisdiction, and both news media outlets and the public. This position serves in the Incident Command Structure and supports the mission of the Incident Commander. It's up to the PIO(s) to make sure any statements released to the press and the public follow agency guidelines, are accurate, and adhere to official policy or laws.

RECOVERY A critical part of handling any serious emergency is in the management of the Disaster Recovery Phase. The Recovery Phase is likely to involve, to a significant degree, external emergency services. The priority during this phase is the safety and wellbeing of the citizens, emergency workers, and disaster recovery personnel. Another top priority is the minimization of the emergency itself, the removal or minimization of the threat of further injury or damage and the re-establishment of external services such as power, communications, water etc. A significant task during this phase is also the completion of Damage Assessment Forms.

RESILIENCY (COMMUNITY) See Community Resiliency above.

SCALABILITY According to the National Response Framework, planning efforts need to be built on a foundation of flexibility, scalability, and adaptability. Scalability refers to the idea that a plan must be able to be expanded or compressed based on the complexity of a potential emergency.

STAKEHOLDERS An emergency management stakeholder is an individual who is affected by the decisions made (or not made) by emergency managers and policymakers in his or her community. Since all citizens are likely to be affected by emergency management policies, this definition implies all citizens are emergency management stakeholders.

TABLETOP EXERCISE A table-top exercise (TTX) is a discussion-based exercise in response to a scenario intended to generate a dialogue of various issues to facilitate a conceptual understanding, identify strengths and areas for improvement, and/or achieve changes in perceptions about plans, policies, or procedures.

74 TACTICAL See Tactical Response below

TACTICAL RESPONSE A tactical response is contrasted with a strategic vision.

Strategy defines the long-term goals of the mission and how the response team might achieve them. Put another way, strategy gives the organization the path needed to achieve a successful mission. Tactics and tactical response measures are much more concrete and are often oriented toward smaller steps and a shorter time frames along the way. Tactical milestones are easily identifiable.

UNIFIED COMMAND A Unified Command allows agencies with different legal, geographic, and functional authorities and responsibilities to work together effectively without affecting individual agency authority, responsibility, or accountability.

Under a Unified Command, a single, coordinated Incident Action Plan will direct all activities.

UNIFIED DISASTER COUNCIL (UDC) The Unified Disaster Council (UDC) is the governing body of the Unified San Diego County Emergency Services Organization.

The Council is comprised of the San Diego County Board of Supervisors, who serves as Chair of the Council, and representatives from the 18 incorporated cities.

VIRTUAL TECHNOLOGIES During a major disaster or catastrophic event that prevents people from reporting to a physical location, many departments, jurisdictions, and agencies may ask certain employees to work from home. Remote work is enabled by technologies including virtual private networks (VPNs), voice over internet protocols (VoIPs), virtual meetings, cloud technology, work collaboration tools and even facial recognition technologies that enable a person to appear before a virtual background to preserve the privacy of the home. Remote work also saves commute time and provides more flexibility.

VULNERABLE POPULATIONS Vulnerable populations include patients who are racial or ethnic minorities, children, elderly, socioeconomically disadvantaged, underinsured or those with certain medical conditions. Members of vulnerable populations often have health conditions that are exacerbated by unnecessarily inadequate healthcare.

75 WebEOC WebEOC is a web-enabled crisis information management system that provides real-time Information sharing and Situational Awareness. It provides a platform for real-time information-sharing between organizations, within and across disciplines, and among geographic regions.

WHOLE COMMUNITY (PLANNING OR APPROACH) Whole Community is defined by FEMA as "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.”

76 SECTION XIV: ACRONYMS

AAR (AFTER ACTION REPORT)
ADA (AMERICANS WITH DISABILITIES ACT OF 1990)

AFN (ACCESS AND FUNCTIONAL NEEDS)

ARC (AMERICAN RED CROSS)

ASL (AMERICAN SIGN LANGUAGE)
C.A.S.T. (CITIZENS’ ADVERSITY SUPPORT TEAM) [CHULA VISTA] CAL OES (CALIFORNIA GOVERNOR’S OFFICE OF EMERGENCY SERVICES)

CC (CLOSED CAPTIONING)

CDAA (CALIFORNIA DISASTER ASSISTANCE ACT)

CERT (COMMUNITY EMERGENCY RESPONSE TEAM)

CHP (CALIFORNIA HIGHWAY PATROL)

COMPREHENSIVE EMERGENCY MANAGEMENT PLANS OR SYSTEM

CON-OPS (CONCEPT OF OPERATIONS)
CPG (COMPREHENSIVE PREPAREDNESS GUIDE 101, VERSION 2)

DES (DIRECTOR OF EMERGENCY SERVICES)

DOC (DEPARTMENT OPERATIONS CENTER)

DSW (DISASTER SERVICES WORKERS)

EAS (EMERGENCY ALERT SYSTEM)

ECDC (SAN DIEGO EMERGENCY COMMUNICATIONS AND DATA CENTER)

EEI (ESSENTIAL ELEMENTS OF INFORMATION)

EO (EMERGENCY ORGANIZATION)

EOC (EMERGENCY OPERATIONS CENTER)

EOP (EMERGENCY OPERATIONS PLAN)

EWP (EMERGENCY WATERSHED PROGRAM)

FCC (FEDERAL COMMUNICATIONS COMMISSION)

FEMA (FEDERAL EMERGENCY MANAGEMENT AGENCY)
77 FMAG (FIRE MANAGEMENT ASSISTANCE GRANT)

HR (HUMAN RESOURCES)

HSGP (HOMELAND SECURITY GRANT PROGRAM)

IC (INCIDENT COMMANDER)

ICS (INCIDENT COMMAND SYSTEM)

IDE (INITIAL DAMAGE ESTIMATE)

IT OR ITS (INFORMATION TECHNOLOGY SYSTEMS)

JFO (JOINT FIELD OFFICE)

JIS (JOINT INFORMATION SYSTEM)
LE (LAW ENFORCEMENT, POLICE, SHERIFF, ETC.)

MACS (MULTI-AGENCY COORDINATION SYSTEM)

NGO (NON-GOVERNMENTAL ORGANIZATION)

NIMS (NATIONAL INCIDENT MANAGEMENT SYSTEM)

NRCS (NATIONAL RESOURCES CONSERVATION SERVICE)

OA (OPERATIONAL AREA)

P/I (PLANNING/INTELLIGENCE)

PDA (PRELIMINARY DAMAGE ASSESSMENT)

PIO (PUBLIC INFORMATION OFFICER)

PW (PUBLIC WORKS DEPARTMENT)

RCS (REGIONAL COMMUNICATIONS SYSTEM)

SEMS (STANDARDIZED EMERGENCY MANAGEMENT SYSTEM)

SHSGP (STATE HOMELAND SECURITY GRANT PROGRAM)

SOBARS (SOUTH BAY AMATEUR RADIO SOCIETY)

SOC (STATE OPERATIONS CENTER)

SPR (STATE PREPAREDNESS REPORT)

TLO (TERRORISM LIAISON OFFICER)

UASI (URBAN AREA SECURITY INITIATIVE)
78 UCG (UNIFIED COORDINATION GROUP)

UDC (UNIFIED DISASTER COUNCIL)

URBAN AREA SECURITY INITIATIVE (UASI)
VoIP (VOICE OVER INTERNET PROTOCOL)

VRI (VIDEO REMOTE INTERPRETING)

VRS (VIDEO RELAY SERVICES)

WEA (WIRELESS EMERGENCY ALERTS)

79 XV: INDEX (TO BE AMENDED)
2-1-1 36, 37
9-1-1 59,
AAR (AFTER ACTION REPORT) 62, 64
ACCESS, EQUAL 24, 61
ACCESS, PHYSICAL 24
ACCESS AND FUNCTIONAL NEEDS (AFN) 11,15,16, 23, 24, 31, 32, 72 ACCESS TO EFFECTIVE COMMUNICATION 24
ACCESSIBLE ALERTSANDIEGO 57, 59
ACTIVATION OF THE EOP 40
ACTIVATION OF THE EOC 36, 42-46, 50, 65
ACTIVATION OF THE EOC—CHART 43
ADA (AMERICANS WITH DISABILITIES ACT OF 1990) 15, 16
ADMINISTRATION, FINANCE, AND LOGISTICS 62
AFTER ACTION REPORT(S) (AAR) 62, 64
ALERTSANDIEGO 57, 59, 60
ALERTING (ALERTS AND WARNINGS) 14, 29, 50, 57-59
ALL-HAZARDS (APPROACH OR PLANNING) 8, 13, 14, 18, 19, 40 AMERICAN RED CROSS 25, 31, 36, 38, 67
AMERICAN SIGN LANGUAGE (ASL) 59, 61
AMERICANS WITH DISABILITIES ACT OF 1990 (ADA) 15, 16
ANIMAL CARE FACILITY 25, 31
ASL (AMERICAN SIGN LANGUAGE) 59, 61
ASSISTIVE LISTENING DEVICE 61
AUTHORITIES AND REFERENCES 72
BLACKBOARD CONNECT 58
BRAILLE READER 59
80 CAL OES MUTUAL AID REGIONS, 18
CALIFORNIA BUILDING CODE 20
CALIFORNIA CODE OF REGULATIONS, TITLE 19, § 2450 64
CALIFORNIA DISASTER ASSISTANCE ACT (CDAA) 66
CALIFORNIA GOVERNMENT CODE § 8593.3 16, 73
CALIFORNIA GOVERNMENT CODE CHAPTER 7:1:2 § 8620-8624 (CALIFORNIA EMERGENCY SERVICES ACT) 40

CALIFORNIA EMERGENCY SERVICES ACT (CALIFORNIA GOVERNMENT CODE CHAPTER 7:1:2 § 8620-8624) 40
CALIFORNIA GOVERNOR’S OFFICE OF EMERGENCY SERVICES (CAL OES) 18, 35, 36, 39, 52, 57, 63, 64
CALIFORNIA HIGHWAY PATROL (CHP) 29
CALIFORNIA MASTER MUTUAL AID AGREEMENT 48, 49, 72
CAL OES (CALIFORNIA GOVERNOR’S OFFICE OF EMERGENCY SERVICES) 18, 35, 36, 39, 52, 57, 63, 64
CAPABILITIES 13, 41, 52, 68, 59, 68
CAPACITY 13, 14, 20
C.A.S.T. (CITIZENS’ ADVERSITY SUPPORT TEAM) [CHULA VISTA] 35 CC (CLOSED CAPTIONING) 61
CDAA (CALIFORNIA DISASTER ASSISTANCE ACT) 66
CERT (COMMUNITY EMERGENCY RESPONSE TEAM) 19, 35, 63
CHILD SUPPORT SERVICES, COUNTY OF SAN DIEGO 25
CHILDREN, ESSENTIAL NEEDS 24
CITIZENS’ ADVERSITY SUPPORT TEAM (C.A.S.T.) [CHULA VISTA] 35 CITY ATTORNEY 33, 36-38
CITY CLERK 34, 36-38
CITY COUNCIL 9, 27, 28, 33, 34, 36, 37, 39, 46, 47
CITY MANAGER 28, 36, 37, 39, 40
CLOSED CAPTIONING (CC) 61
81 COMMAND AND CONTROL (LOCAL, ON SCENE) 22
COMMAND STAFF 22
COMMUNICATIONS 23, 24, 32-34, 36-39, 50, 54, 56, 60-62, 67 COMMUNICATIONS TEAM 60, 61
COMMUNICATIONS, OFFICE OF 32
COMMUNITY EMERGENCY RESPONSE TEAM (CERT) 19, 35, 63
COMMUNITY RESILIENCY 14
COMPREHENSIVE EMERGENCY MANAGEMENT PLANS OR SYSTEM 8,10, 40 COMPREHENSIVE PREPAREDNESS GUIDE 101, VERSION 2 (CPG) 8, 70 CON-OPS (CONCEPT OF OPERATIONS) 18
CONCEPT OF OPERATIONS (CON-OPS) 18
COST RECOVERY 63, 65
COUNTY OF SAN DIEGO DEPARTMENT OF ANIMAL SERVICES 31
COUNTY OF SAN DIEGO CHILD SUPPORT SERVICES 25
COUNTY OF SAN DIEGO OPERATIONAL AREA 8, 34
CRITICAL FACILITIES 53, 54
CRITICAL INFRASTRUCTURE 53, 54
CULTURAL COMPETENCE 16
CULTURALLY DIVERSE COMMUNITY 15, 16
DAMAGE ASSESSMENT 29, 33, 39, 44, 63
DEACTIVATION OF THE EOC 45
DEPARTMENT OPERATIONS CENTER (DOC) 50
DES (DIRECTOR OF EMERGENCY SERVICES) 27,28, 41, 43, 46, 47 DEVELOPMENT SERVICES DEPARTMENT 20, 33
DIRECTION, CONTROL AND COORDINATION 49
DIRECTOR OF EMERGENCY SERVICES (DES) 27,28, 41, 43, 46, 47 DISASTER COUNCIL 27, 37
82 DISASTER PREPAREDNESS 19, 35
DISASTER PROCUREMENT POLICY 65
DISASTER SERVICES WORKERS (DSW) 28 34, 37
DISPATCH, DISPATCHER, DISPATCHING 53, 56, 58, 59, 62
DOC (DEPARTMENT OPERATIONS CENTER) 50
DOCUMENTATION 34, 38, 62-65
EAS OPERATIONAL AREA 57
ECDC (SAN DIEGO EMERGENCY COMMUNICATIONS AND DATA CENTER) 56 EMERGENCY ALERT SYSTEM (EAS) 57
EMERGENCY CONTRACTING SUPPORT 30
EMERGENCY EVENT 7, 13
EMERGENCY FACILITIES 67
EMERGENCY MANAGEMENT PROGRAM 9, 34, 67
EMERGENCY OPERATIONS CENTER (EOC) 14, 18,19, 26, 28, 30-34, 36, 37, 42-46, 49-55, 60, 62, 65,69
EOC (EMERGENCY OPERATIONS CENTER) 14, 18,19, 26, 28, 30-34, 36, 37, 42-46, 49-55, 60, 62, 65,69
EMERGENCY OPERATIONS PLAN (EOP) 7, 8-11, 16, 40, 48, 70, 71 EMERGENCY OPERATIONS PLAN, ACTIVATION 40
EMERGENCY ORGANIZATION (EO) 10,18, 27-29
EMERGENCY PLANNING 10, 15, 16, 18, 62, 69
EMERGENCY PREPAREDNESS, PREPAREDNESS 7, 8, 10, 13,18,19, 23, 33-36, 48, 68, 70, 72
EMERGENCY RESPONSE 7, 8, 10, 13, 15, 18-20, 22, 23, 25, 28, 30, 31, 34, 35, 41, 42, 49, 53, 59, 62, 64
ENGINEERING (DEPARTMENT) 30
ENVIRONMENTAL PROTECTION SERVICES 69
EOC (EMERGENCY OPERATIONS CENTER) 14, 18,19, 26, 28, 30-34, 36, 37, 42-46, 49-55, 60, 62, 65,69
83 EOC—ACTION PLAN 51, 62
EOC—ACTIVATION 36, 42-46, 50, 65
EOC—DEACTIVATION 45
EOC DIRECTOR 43, 55, 60
EOC—FINANCE/ADMIN 45, 51
EOC—LOCATION/ALTERNATE LOCATION 46, 60
EOC—LOGISTICS 38, 45, 51, 62, 69
EOC—MANAGEMENT 37, 45, 51, 62
EOC—OPERATIONS 11,13, 14, 19, 20, 22, 26, 29, 30-38, 41-46, 48-53, 56, 65, 70 EOC—ORGANIZATION 45
EOC—ORGANIZATIONAL CHART 46
EOC—OVERALL INCIDENT MANAGEMENT 50
EOC—OVERVIEW 42
EOC—PLANNING/INTEL 38, 45, 51,53
EOC—POLICY GROUP 28, 37, 45, 51
EQUAL ACCESS 24, 61
ESSENTIAL ELEMENTS OF INFORMATION (EEI) 53
ESSENTIAL NEEDS OF CHILDREN 24

EWP (NATIONAL RESOURCES CONSERVATION SERVICE (NRCS) EMERGENCY WATERSHED PROGRAM) 66
FAMILY SEPARATION 24, 25
FEDERAL COMMUNICATIONS COMMISSION (FCC) 58
FEDERAL COORDINATION 49, 52
FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA) 8, 35, 58, 66, 70, 72 FEDERAL HIGHWAY ADMINISTRATION EMERGENCY RELIEF PROGRAM 66 FEDERAL LAWS 15
FEMA PUBLIC ASSISTANCE PROGRAM AND POLICY GUIDE 66
84 FINANCE DEPARTMENT 32, 33, 65
FINANCE DIRECTOR 65
FINANCE/ADMINISTRATION—EOC FUNCTIONAL AREA 45, 51, 65
FIRE MANAGEMENT ASSISTANCE GRANT (FMAG) 65
FIRE DEPARTMENT (FD) 19, 28, 29, 35, 56, 72
FIRST RESPONDERS 14, 23, 30, 32, 41, 49, 56
FLEXIBLE 11, 40, 49
FULL-SCALE EXERCISE 19
GENERAL STAFF 22
GEO-TARGETING CAPABILITY 58
GIS MAPPING 38, 59
GOVERNOR 28, 35, 40, 45, 46, 64
HAZARD MITIGATION 20, 72
HAZARD MITIGATION GRANT PROGRAM 20
HAZARD MITIGATION PLAN 20, 72
HAZARDOUS MATERIALS 7, 28, 29, 38, 54, 69
HAZARDOUS MATERIALS INCIDENT 7, 69
HAZARDOUS MATERIALS RESPONSE PLAN 29
HOMELAND SECURITY GRANT PROGRAM (HSGP) 68
HOUSEHOLD PETS 25
HOUSING ASSISTANCE 66
HUMAN RESOURCES (HR) 33, 34, 36, 38, 39
IMPROVEMENT PLAN 64
INCIDENT COMMAND SYSTEM (ICS) 18, 22, 28, 29, 49, 51, 56, 72 INCIDENT COMMANDER (IC) 21 22, 42, 43, 45, 49, 50, 53, 55 58, 60, 69 INCIDENT COMMUNICATIONS 50, 56
INCIDENT REPORT 62
85 INCLUSION 24
INCLUSIVE EMERGENCY MANAGEMENT PRACTICES 23
INDIVIDUAL ASSISTANCE 39, 63, 65, 66
INDIVIDUALS AND HOUSEHOLDS PROGRAM 66
INFORMATION COLLECTION, ANALYSIS, DISSEMINATION 53
INFORMATION COLLECTION 43, 53
INFORMATION ANALYSIS 54
INFORMATION DISSEMINATION 54
INFORMATION TECHNOLOGY SERVICES (IT OR ITS) 33, 36, 38, 39, 64 INITIAL DAMAGE ESTIMATE (IDE) 63
INTEGRATION 24, 72
INTEROPERABLE COMMUNICATIONS 14, 72
INTEROPERABILITY 56
INTERPRETERS (ASL, CERTIFIED) 61
JOINT FIELD OFFICE (JFO) 53
JOINT INFORMATION SYSTEM (JIS) 32
KLSD (1360 AM) 57
KOGO (600 AM) 57
LAW ENFORCEMENT (LE) (POLICE, SHERIFF) 8, 14, 15, 19, 22, 25, 28-30, 34, 36- 39, 41, 43, 48, 54, 56, 63, 72
LEVELS OF ACTIVATION (EMERGENCIES) [CHART] 41
LOGISTICS—EOC FUNCTIONAL AREA 38, 45, 51, 62, 67, 69
MANAGEMENT—EOC FUNCTIONAL AREA 42, 45, 50
MASS CARE 30, 31
MASS CARE AND SHELTERING OPERATIONS 31
MASS CASUALTY INCIDENT (EVENT) 29, 69
MASS FATALITY INCIDENT (EVENT) 69
86 MASS NOTIFICATION 14, 29, 43, 58
MAYOR 27, 36, 37
MITIGATION, MITIGATE 8, 13,18,20, 29, 50, 68, 72
MULTI-AGENCY COORDINATION SYSTEM (MACS) 18, 49
MULTI-JURISDICTIONAL HAZARD MITIGATION PLAN (SD COUNTY, 2017) 20, 72 MUTUAL AID (AGREEMENTS) (ASSISTANCE) 10-11,13, 18, 20, 22, 25, 27, 29, 31, 41, 48, 49, 52, 67, 69, 72
NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) 7,11,13, 18, 19, 69, 72 NATIONAL PREPAREDNESS GOAL 68

NATIONAL RESOURCES CONSERVATION SERVICE (NRCS) EMERGENCY WATERSHED PROGRAM (EWP) 66
NEEDS ASSISTANCE 66
NGO (NON-GOVERNMENTAL ORGANIZATION) 13, 48
NIMS (NATIONAL INCIDENT MANAGEMENT SYSTEM) 7,11,13, 18, 19, 69, 72 NO CHARGE 24
NON-GOVERNMENTAL ORGANIZATION (NGO) 13, 48
NORMAL OPERATIONS 41
OFFICE OF COMMUNICATIONS 32, 60
OPERATIONS—EOC FUNCTIONAL AREA 11,13, 14, 19, 20, 22, 26, 29, 30-38, 41-46, 48-53, 56, 65, 70
OPERATIONAL AREA (OA) EOP 8,10,18, 20, 21, 26, 28, 34, 35, 40, 41, 47-49, 52, 57, 66, 68, 70, 72, 73
PERSONAL ASSISTANT SERVICES 61
PHYSICAL ACCESS 24
PICTOGRAMS/VISUAL LANGUAGE TRANSLATORS 61
PLAN CONCURRENCE 9
PLAN DEVELOPMENT AND MAINTENANCE 70
PLANNING/INTEL (P/I)—EOC FUNCTIONAL AREA 38, 45, 51,53
POLICY GROUP 28, 33, 37, 45, 51
87 POST-INCIDENT RESILIENCY 14
PRE-DISASTER MITIGATION GRANTS 20
PRELIMINARY DAMAGE ASSESSMENT (PDA) 63
PRE-POSITIONING (EMERGENCY EQUIPMENT) 31, 67
PRESIDENTIAL DECLARATION OF A NATIONAL EMERGENCY 40
PROCLAMATION(S) OF LOCAL EMERGENCY 27, 28, 37, 42, 46, 47 PROGRAM MODIFICATION 24
PROMULGATION STATEMENT 7
PROTECTIVE ACTION 57, 58, 61
PUBLIC ASSISTANCE 2, 39, 63, 65, 66
PUBLIC EDUCATION/OUTREACH 19
PUBLIC HEALTH CRISES 69
PUBLIC INFORMATION 14, 23, 32, 36, 46, 57, 60, 61
PUBLIC INFORMATION OFFICER (PIO) 27 32, 44, 55
PUBLIC MESSAGING15, 32, 60
PUBLIC WORKS (DEPARTMENT) 30, 43, 48, 56, 72
RCS (REGIONAL COMMUNICATIONS SYSTEM) 56
RECORD RETENTION 34, 64
RECOVERY 8, 10, 11, 19, 23, 26, 27, 28, 33, 39, 42, 45, 48, 51, 53, 54, 61, 63, 65, 66, 68, 73
RECOVERY DIRECTOR 33, 39, 65
RECOVERY OPERATIONS 19, 26, 33, 42, 45
RECREATION DEPARTMENT 31
REGIONAL COMMUNICATIONS SYSTEM (RCS) 56
REIMBURSEMENT (FEDERAL/STATE) 33, 39, 63, 65
RESILIENCY (COMMUNITY) 14
RESILIENCY (POST-INCIDENT) 14
88 RESOURCE MANAGEMENT 11, 69
RESOURCE-TYPING 67
RESPONSE 7-11, 13-15, 18-23, 25, 26, 28-36, 40-42, 45, 48-54, 56, 59, 60, 62, 64, 65, 68-70
RESPONSE (TACTICAL) 50
REVERSE 9-1-1 59
ROLES AND FUNCTIONAL RESPONSIBILITIES [CHART] 36
SAN DIEGO COUNTY DAMAGE ASSESSMENT CONCEPT OF OPERATIONS 63 SAN DIEGO COUNTY EMERGENCY MANAGERS WORKING GROUP 70
SAN DIEGO COUNTY OPERATIONAL AREA RECOVERY PLAN, 26, 66, 73 SAN DIEGO COUNTY SHERIFF’S DEPARTMENT WIRELESS SERVICES DIVISION 56 SAN DIEGO EMERGENCY COMMUNICATIONS AND DATA CENTER (ECDC) 56 SAN DIEGO LAW ENFORCEMENT COORDINATION CENTER 29
SCALABLE 11, 18, 40, 49
SEMS (STANDARDIZED EMERGENCY MANAGEMENT SYSTEM) 7, 13, 18, 20, 21, 45, 49, 69, 72
SENATE BILL 160, 16
SERVICE ANIMALS 25
SHELTERING POLICIES (CITY) 25
SHSGP (STATE HOMELAND SECURITY GRANT PROGRAM) 68
SITUATIONAL MANAGEMENT 49
SOBARS (SOUTH BAY AMATEUR RADIO SOCIETY) 36
SOC (STATE OPERATIONS CENTER) 52
SOCIAL MEDIA 32, 53-55, 60, 61
SOUTH BAY AMATEUR RADIO SOCIETY (SOBARS) 36
(SPR) STATE PREPAREDNESS REPORT 68
STAKEHOLDERS 8,13,15
89 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS) 7, 13, 18, 20, 21, 45, 49, 69, 72
STANDARDIZED TERMINOLOGY AND PROTOCOLS, 14
STATE COORDINATION 49, 52
STATE HOMELAND SECURITY GRANT PROGRAM (SHSGP) 68
STATE OF EMERGENCY 46, 47
STATE OF WAR EMERGENCY 28, 40, 42, 45-47, 64
STATE OPERATIONS CENTER (SOC) 52
STATE PREPAREDNESS REPORT (SPR) 68
STOCKPILING 67
SUPPORT REQUIREMENTS 69
SUPPORTING ORGANIZATIONS 34
TABLETOP EXERCISE 19
TACTICAL 22, 23, 48-50
TACTICAL RESPONSE 50
TACTICAL ROLES AND RESPONSIBILITIES 50
TERRORISM LIAISON OFFICER (TLO) 29
TRAINING AND EXERCISES 18, 19
TTY/TDD 59
UASI (URBAN AREA SECURITY INITIATIVE) 68, 69
UCG (UNIFIED COORDINATION GROUP) 52
UDC (UNIFIED DISASTER COUNCIL) 7, 58
UNINCORPORATED AREA 52
UNIFIED COMMAND 22, 45, 49, 50, 52
UNIFIED COORDINATION GROUP (UCG) 52
UNIFIED DISASTER COUNCIL (UDC) 7, 58
URBAN AREA SECURITY INITIATIVE (UASI) 68, 69
90 U.S. ARMY CORPS OF ENGINEERS REHABILITATION AND INSPECTION PROGRAM 66
US DEPARTMENT OF AGRICULTURE EMERGENCY LOANS 66
US DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT 66
VIDEO RELAY SERVICES (VRS) 61
VIDEO REMOTE INTERPRETING (VRI) 61
VIRTUAL TECHNOLOGIES 46
VISUAL LANGUAGE TRANSLATORS/PICTOGRAMS 61
VOICE OVER INTERNET PROTOCOL (VoIP) 59
VoIP (VOICE OVER INTERNET PROTOCOL) 59
VRI (VIDEO REMOTE INTERPRETING) 61
VRS (VIDEO RELAY SERVICES) 61
VULNERABLE POPULATIONS 11, 23
WEA (WIRELESS EMERGENCY ALERT) 57, 58
WEA VERSION 3.0 58
WebEOC 54, 62
WHOLE COMMUNITY (PLANNING OR APPROACH) 14, 15, 31, 32, 61, 69, 72 WIRELESS EMERGENCY ALERT (WEA) 57, 58
WIRELESS SERVICES DIVISION (COUNTY OF SAN DIEGO SHERIFF’S DEPARTMENT) 56
ZONING ORDINANCES 20