Local Government Responsibilities: The city will provide immediate and critical emergency public information to its constituents.
State Government Responsibilities: CaICES will coordinate the state' s emergency public information efforts and provides support to other state agencies to ensure that the state government issues a timely, clear, concise and consistent message.
Assistance to Local Officials: State or OA assistance may be required when:
o The means of dispersing public information at the local government level is damaged or overwhelmed.
o Critical information needs to be disseminated to victims, responders, recovery personnel and members ofthe media.
o Multiple response agencies and levels of government need to work cooperatively to provide consistent emergency information.
10. 5. 3 Joint Information System ( JIS)
Under SEMS, public information is directly managed and controlled by the jurisdictions with responsibility for the emergency incident through the Multiagency Coordination System ( MACS) beginning at the Field Level under a Unified Command structure and linking to Multiagency Coordination Groups ( MAC Group) within each EOC level of SEMS as a Joint Information Center JIC). Collectively, the activated JICs form the Joint Information System ( JIS) that coordinates and communicates lifesaving measures, evacuation routes, threat and alert methods and other public safety information to numerous audiences in an accurate, timely, accessible, and consistent manner.
Joint Information System: The JIS provides the mechanism to organize, integrate and coordinate information to ensure timely, accurate, accessible and consistent messaging activities across multiple jurisdictions and/ or disciplines, with the private sector, NGOs and others. It includes the plans, protocols, procedures and structures used to provide public information. Federal, tribal, state, local and private sector Public Information Officers ( PIOs) and established JICs are critical supporting elements of the JIS. Key elements include:
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o Interagency coordination and integration;
o Gathering, verifying, coordinating, and disseminating consistent messages; o Support for decision makers; and
o Flexibility, modularity, and adaptability.
Joint Information Center: The JIC is a central location that facilitates operation of the JIS. It is a location where personnel with public information responsibilities perform critical emergency information functions, crisis communications and public affairs functions. A JIC may be established at various levels of government, at incident sites, or may be components of federal, tribal, state or local MAC Groups or EOCs. Typically, an incident specific JIC is established at a single, on scene location in coordination with federal, state and local agencies. Informational releases are cleared through the Incident Commander ( IC), Unified Command and/ or the EOC/ MAC Group.
Public Information Officer ( PIO) Coordination Teams: When a JIC is established, it will be staffed with public information representatives from the responding agencies, who will coordinate as a team to:
o Gather, verify and produce information for dissemination to the media and public e. g. press releases, background information, fact sheets, public service announcements, briefings, news conference materials, etc.) o Respond to media questions and requests
o Schedule media briefings, news conferences, interviews, public service announcements, etc.
o Arrange media tours
o Assign agency representatives to coordinate information from their agency with other team members before it is released to the public
Media Centers: Agencies may establish media centers that serve as central locations for media briefings, conferences, and information distribution. Media centers may be activated independently or as part of a larger JIC.
Inquiry Centers: Agencies may activate inquiry centers to centralize information sharing between the public, the media and government. Inquiry centers should be directly linked to media centers or JICs as appropriate. Inquiry Centers allow for:
o Establishment of Public Information Hotlines ( including TTY capability) and hotline staff
o Monitoring of radio and television stations and informing the PIO coordination team of inaccuracies
o Sharing of information about the emergency or the government' s response o Identification of information trends, which in turn allows PIOs to focus on providing targeted information
o Identification of rumors and misinformation and bringing these to the attention of the PIO coordination team
o Response to questions using official, verified information that has been approved for release
o Call referrals to federal, tribal, state, local, volunteer, public -private partners and other stakeholders, as appropriate
o Current and updated information records
o Records of questions, responses, and actions
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o Enhancing information to meet the needs of those whose primary language may not be English and to meet the functional needs of the disadvantaged communities
Virtual Joint Information Center: A virtual JIC may be initiated through technological means when geographic restrictions, incident management requirements or other limitations preclude physical attendance by PIOs at a central location. Through telephone or video teleconferences, personnel participating in the virtual JIC can meet and coordinate information.
Use of 2- 1- 1 Information and Referral Services: When appropriate, the city supplements its public information programs by utilizing the established San Bernardino County 2- 1- 1 information and referral services hotline to increase the public' s access to vital emergency -related information, including evacuation routes, shelter locations, road closures, to reduce inappropriate calls to 9- 1- 1 and to make referrals to essential health and social services. The 2- 1- 1 program improves access to government and other community services for people who are most at risk including older adults, people with disabilities, non- English speaking persons, those incapacitated by the disaster and people new to the community.
10.6 Mutual Aid
Highland' s emergency assistance is based on a statewide mutual aid system designed to ensure that additional resources are secured when our own resources are overwhelmed or inadequate.
The basis for this system is the California Disaster and Civil Defense Master Mutual Aid Agreement ( MMAA), which the city has entered into with the state and other political subdivisions. MMAA provides for agencies to assist each other by providing resources to impacted areas during an emergency, without the expectation of reimbursement.
The City has also established a variety of automatic and mutual aid agreements with surrounding and nearby jurisdictions to assure the closest appropriate resources respond to incidents, regardless ofjurisdictional responsibility.
10.6. 1 Mutual Aid Regions
For coordination purposes, California has been divided into six (6) mutual aid regions, to provide for more effective application and coordination of mutual aid and other emergency related activities. Figure 10- 1 - California Mutual Aid Regions illustrates these regions.
It is pertinent to note that Region I ( on Figure 10- 1) has been further divided into two sub -regions identified as Regions 1 and 1A) for purposes of Law Enforcement Mutual Aid.
The city is located within Mutual Aid Region VI.
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10.6.2 Law Enforcement Mutual Aid Plan
The CaIOES Law Enforcement Branch coordinates all inter -regional and state agency activity relating to mutual aid under the Law Enforcement, Search and Rescue and Coroner Mutual Aid Plans. The city participates in all these plans through its relationship with the San Bernardino County Sheriffs Department which provides law enforcement services to the city and functions as the city' s police department.
Law Enforcement Mutual Aid Plan: This plan describes the standard procedures used to acquire law enforcement mutual aid resources and the methods to ensure coordination of law enforcement mutual aid planning and readiness at the federal, state, and local levels.
Search and Rescue Mutual Aid Plan: This plan supports and coordinates responses of personnel and equipment to Search and Rescue incidents, including:
o Searching for, locating, accessing, stabilizing, rescuing and transporting victims in/ from remote locations, those where accessibility is difficult or during dangerous weather conditions
o Conducting technical rescues ( e.g. high -angle rope, swift water, etc.) o Investigations of missing person incidents potentially involving criminal acts Coroner Mutual Aid Plan: This plan is a companion to the Law Enforcement Mutual Aid Plan and describes mobilization procedures and functions of the sheriff/ coroner, coroner, and medical examiner organization, as well as other similar assistance available.
10.6.3 Fire and Rescue Mutual Aid Plan
The CaIOES Fire and Rescue Branch coordinates inter -regional and state agency activity relating to mutual aid under the California Fire Service and Rescue Mutual Aid Plan. This plan provides for systematic mobilization, organization and operation of fire and rescue resources in mitigating the impacts of disasters and includes the Urban Search and Rescue Mutual Aid Plan.
The city participates in this plan through its relationship with the California Department of Forestry & Fire Protection ( Cal Fire) which provides fire and paramedic services to the city and functions as the city's fire department.
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Figure 10- 1 California Mutual Aid Regions
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10.6.4 Emergency Managers Mutual Aid Plan EMMA
The Emergency Managers Mutual Aid Plan ( EMMA) describes the process to support emergency management operations in affected jurisdictions under the MMAA.
10.6.5 Mutual Aid Coordination
Formal mutual aid requests follow specified procedures and are processed through pre - identified mutual aid coordinators. Certain mutual aid requests will follow discipline - specific flow chains ( e.g., Fire and Rescue, Law Enforcement, Emergency Managers Mutual Aid Plans, etc.).
As requests move through the flow chain, if resources are unavailable at a level, the request is forwarded to the next higher level.
Field Level Requests: Requests for MMAA resources originate from the Field Level and are managed by the Incident Commander ( IC) and/ or Unified Command. Requests originating at this level move upward through the flow chain until they are filled or cancelled.
Local Government Requests: Local jurisdictions are responsible for the protection of life and property within their geographic boundaries. Prior to submitting requests to the Mutual Aid System, the local agency should assess whether the needed resources are available from its own resource inventory or other existing local agreements. If needed resources are not available locally, the request is submitted to the Operational Area.
Operational Area Requests: The Operational Area Mutual Aid Coordinator will assess, prioritize and fill resource requests, if resources are available within the OA. If resources are unavailable within the OA, the request will be submitted to the Region Level.
Region Level Requests: The Region Mutual Aid Coordinator will assess, coordinate and fill resource requests, if resources are available within the Mutual Aid Region. If resources are unavailable within the Region, the request will be submitted to the State Level.
State Level Requests: The Secretary of CalOES is responsible for coordination of all mutual aid requests and will assess, prioritize and fill requests, if resources are available within the State. This includes forwarding resource requests among the REOCs or tasking the appropriate state agency to fill the request.
Figure 10-2 Discipline -Specific Mutual Aid Systems illustrates the flow of information and requests within each of the various discipline - specific mutual aid systems in relation to the SEMS organization levels.
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Figure 10- 2 Discipline - Specific Mutual Aid Systems
Other Systems
SEMS Emergency Fire & Rescue
Law
as Developed
LEVEL Services System
Enforcement (
or under
System
development)
CalEMA
Chief, Fire & Lair
Secretary Functional
STATE Rescue Enforcement i F, ------) Coordinator
Coordinator Coordinator
CalEMA r
Regional
Fire & Rescue
Law
Functional
REGIONAL Administrator Enforcement
Coordinator Coordinator
Coordinator
emergency I
OPERATIONAL
Management
Staff
Fire & Rescue
Law
Enforcement
Functional
AREA Coordinator
Coordinator j Coordinator
1 Emergency --- —_
Management
Staff Fire Chief EnforcementL
Functional
GOVERNMENT ` Coordinator
Coordinator
u Resource Requests
Information Flow & Coordination
10.6.6 Flow of Mutual Aid and Other Resource Requests
Figure 10- 3 Flow of Mutual Aid and Other Requests and Resources illustrates the statewide resource management process under SEMS. In this model, the affected government entity has the ability to access stakeholders at all levels of the system.
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Figure 10- 3 Flow of Mutual Aid and Other Requests and Resources Federal
State
Federal Resources
State Agencies
I State Agencies Other i
Region Within the Regi Regions
Unaffected Operational
Operabonal Areas Areas in Other
Within the Region Regions
Unaffected Local
Governments, State
Operational
Agencies, Federal
Jurisdictions,
Area NGOs, CEOs and
fi Tribal Governments
within the OA
Affected Local
Governments
Resource Requests
Resources
10.6.7 Emer ency Management Assistance Compact EMAC
California is a member of the interstate Emergency Management Assistance Compact ( EMAC), a congressionally ratified organization that provides form, structure and procedures for rendering emergency assistance between states. After a State of Emergency declaration, California can obtain reimbursable assistance through EMAC from other member states in a quick and efficient manner, without issues of liability.
10. 6.8 Resource Management
Contracts and agreements for emergency response and disaster repair/ restoration are entered into by various levels of government. When locally available resources become exhausted, resource requests follow the established process for ordering, tracking, mobilization and demobilization. Depending on the scale of the emergency, limited resources may be prioritized.
Resource Ordering: All resource requests should include the following information:
o Clear description of the current situation
o Accurate description of the requested resources
o Specific type and nature of the service the resources will provide City ofHighland Emergency Operations Plan 83
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o Desired reporting time and location for arriving resources and estimated duration of need
o Designated local contact at the reporting location and contact information o Name of the requesting agency and/ or OA Mutual Aid contact person and information
o Requests for personnel and/ or equipment with operators must indicate if logistical support (food, shelter, fuel and reasonable maintenance) is required or will be provided
Emergency Resource Directories: Each agency/ function should identify both internal and external sources to obtain materials and supplies that may be necessary during an emergency and should maintain up to date information in an Emergency Resource Directory ( ERD). Agency/ function ERDs may be combined into a single citywide ERD.
Daily Updates: When receiving mutual aid resources, the city will report the number and status of resources deployed to the OA EOC daily.
Federal Assistance: When resources are unavailable within the state or through existing agreements with other states, California may request assistance from the federal government, further expanding the resource pool available to the city. Requests for federal assistance are coordinated through the SOC.
10.6.9 State Agency Mission Tasking
It is the policy of California that all executive branch agencies of state government will provide immediate and efficient response to emergencies and while agencies must be mindful ofthe fiscal implications of emergency response actions, life- saving response shall not be delayed by concerns over reimbursement or budgetary impacts.
Mission Coordination: The SOC or REOC will contact the appropriate state agency to fulfill the needed resources, documents the requests in the Response Information Management System RIMS) and issues a Mission Number for the task.
Mission Numbers: State agency mission numbers are valid only for state agencies. Once a mission number has been assigned, any notable change in the mission, activity, type, work site, scope or nature must be approved by CalOES.
Contact with Requesting Agency: Tasked state agencies are responsible to provide the requested resources and maintain the ability to adjust the number, type, and status of resources in consultation with the requesting agency, to accomplish the mission.
Mission Completion Date: Following mission approval the requesting and tasked state agencies must establish a mission completion date. Once established, the completion date may only be extended following formal reconsideration by the requesting and tasked state agencies and CalOES.
Daily Updates: Tasked state agencies are to report the number and status of deployed resources on a daily basis and to provide continuous updated information, via RIMS, on the number, type and status of resources.
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Cost Recovery: Issuance of a state agency mission number by CaIOES does not assure that the tasked state agency will be reimbursed. Rather, it only means that CalOES will endorse claims for reimbursement by the tasked state agencies.
10.7 Sequence of Events During Disasters
Two sequences of events are typically associated with disasters: One involving response and the other emergency proclamations. The response sequence generally describes the emergency response activities to save lives, protect property and preserve the environment. This sequence describes deployment of response teams, activation of emergency management organizations and coordination among the various levels of government. The emergency proclamation sequence outlines necessary steps to obtain expanded emergency authority needed to mitigate the disaster and for requesting state and federal disaster assistance.
10.7. 1 Before Impact
Routine Monitoring for Alerts, Watches and Warnings: Various city staff and emergency officials monitor events and the environment to identify specific threats that may impact the city and take actions to increase awareness levels of potential emergency responders and the community when a threat is approaching or imminent.
Increased Readiness: Adequate warning provides the opportunity for emergency responders to increase readiness - actions designed to increase the ability to effectively respond once the emergency occurs. These actions may including, but not limited to:
o Brief government officials
o Review plans and procedures
o Prepare and disseminate information to the community
o Update resource lists
o Test warning and communication systems
o Activate Emergency Operations Centers
Pre -Impact: When a disaster is highly likely, action is taken to save lives and protect property. During this phase warning systems may be activated, evacuation may begin, and resources may be mobilized.
10.7.2 Immediate Impact
During this phase, emphasis is placed on saving lives and property, gaining control of the situation and minimizing the impacts of the disaster.
Alert and Notification: Response agencies are alerted about an incident, typically via the 9- 1- 1 emergency reporting system and first responders are notified.
Resource Mobilization: Response agencies activate personnel and mobilize resources to support the incident response. Activation and mobilization continue for the duration of the emergency as additional resources are needed from within and outside of the affected jurisdiction.
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Incident Response: Immediate response is accomplished within the affected area by the local jurisdiction and segments of the private sector. First responders arrive and manage the incident within their established field level plans and procedures, consistent with the ICS organizational structures, doctrine and procedures.
Establishing Incident Command: Incident Command is established to direct, order and control resources pursuant to explicit legal, agency or delegated authority. Initial actions are coordinated through the on -scene Incident Commander ( IC) who develops an initial Incident Action Plan ( IAP), which establishes priorities for the incident( s), assigns resources and includes a common communication plan. If multiple jurisdictional agencies are involved, a Unified Command ( UC) and Unified Ordering Point ( UOP) will be established. The IC may implement an Area Command to oversee multiple large or rapidly evolving incidents.
Activation of the Multiagency Coordination System ( MACS): Responding agencies coordinate and support emergency management and incident response objectives through development and use of integrated Multiagency Coordination Systems ( MACS) and MAC Groups, including development and connectivity between the Incident Command Post ( ICP), local 9- 1- 1 and Emergency Operations Centers, OA EOCs, REOCs, the SOC and federal EOC and NRF organizational elements.
Local EOC Activation: Local jurisdictions activate their EOC based on the magnitude of the emergency and consistent with established SEMS activation guidelines. When activated, local EOCs develop a common picture of the incident( s) by collecting, analyzing and disseminating emergency information. Local EOCs improve the effectiveness of the response through reducing the external coordination required of the IC by providing a single point of contact to support multiagency coordination. When activated, the local EOC notifies the OA EOC.
Communications Between Field and the EOC: When an EOC is activated, communications and coordination are established between the IC and the appropriate Department Operations Center ( DOC) to the EOC, or directly between the IC and the EOC.
Operational Area ( OA) EOC Activation: The OA EOC activates based on the magnitude ofthe emergency and consistentwith established SEMS activation guidelines. The OA EOC coordinates resource requests from the affected jurisdiction to unaffected jurisdictions within the OA or to the REOC when resources are no longer available within the OA.
Regional Emergency Operations Center ( REOC) Activation: The appropriate REOC activates based on the magnitude of the emergency and consistent with established SEMS activation guidelines. The REOC coordinates resource requests from the affected OA EOC to unaffected OAs within the Region or to the SOC when resources are no longer available within the Region.
State Level Field Teams: The state may deploy Field On -Site Observation Teams ( FOOT) to provide situation reports on the disaster to the REOC in coordination with the responsible Incident Command.
State Operations Center ( SOC) Activation: The SOC activates based on the magnitude of the emergency and consistent with established SEMS activation guidelines. The SOC City of Highland Emergency Operations Plan 86
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coordinates resource requests from the affected REOC to unaffected REOCs, state agencies, other states and the federal government when resources are no longer available within the state. SOC also provides information to state officials as appropriate.
See Section 7 for Figure 7- 4 SEMS EOC Minimum Activation Requirements that illustrates the relationships of EOCs when an emergency occurs.
Joint Information Center ( JIC) Activation: When multiple agencies provide public information, the lead agencies will work together to analyze the available information and provide a consistent message to the public and media. When appropriate, the agencies may activate a JIC to facilitate dissemination of information.
Department Operations Center ( DOC) Activation: Federal, tribal, state or local agencies may activate appropriate department operations centers to manage information and resources assigned to the incident. When a DOC is activated, agency representatives or liaisons may be deployed to facilitate information flow between facilities.
FEMA Regional Response Coordination Center ( RRCC) Activation: The FEMA RRCC may deploy a liaison or Incident Management Assistance Team ( IMAT) to the SOC to monitor the situation and provide information to federal officials.
10.7.3 Sustained Operations
As the emergency situation continues, further assistance is provided to victims and efforts are made to reduce the likelihood of secondary damage. If the situation requires, mutual aid is provided.
Levels of Operation: To facilitate implementation of an appropriate response to the type and scope of emergency, City of Highland emergency operations will be conducted in phases. This ensures that emergency response assets are committed in a measurable way - either upward or downward - to the incipient threat or hazard.
Level I ( Decentralized Coordination and Direction): A minor to moderate incident where local resources are adequate and available. A Local Emergency may or may not be proclaimed. The EOC may or may not be activated. Some primary EOC staff may be needed.
Level II ( Centralized Coordination and Decentralized Direction): A moderate to severe emergency where local resources are not adequate and mutual aid may be required. The EOC should be activated. A Local Emergency will be proclaimed, and a State of Emergency may be proclaimed. Primary EOC staff will be needed.
Level III ( Centralized Coordination and Direction): A major to catastrophic local disaster where resources are overwhelmed and extensive state and/ or federal resources are required. A Local Emergency and a State of Emergency will be proclaimed and a Presidential Declaration of an Emergency or Major Disaster may be requested. Response and early recovery activities will be directed from the EOC. Primary and support EOC staff will be needed.
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Level IV ( National Security Emergencies): National security emergencies may range from minor inconveniences such as food or petroleum shortages to the worst -case scenario involving an attack on the United States utilizing nuclear weapons. Protective measures to be employed in the event of a threatened or actual attack may include in - place protection or spontaneous evacuation, depending on the incident. The EOC may or may not be activated. Some primary and support EOC staff may be needed, depending on the type of incident.
10. 7.4 Transition to Recovery I
As the initial and sustained operational priorities are met, emergency management officials consider the recovery phase needs. Short-term recovery activities include returning vital lifesupport systems to minimum operating standards. Long- term activity is designed to return to normal activities. Recovery planning should include reviews of ways to avert or mitigate future emergencies. During the recovery phase, damage is assessed, local assistance centers and disaster recovery centers are opened and hazard mitigation surveys are performed.
Local Assistance Centers: Local Assistance Centers ( LACs) are opened by local governments to assist communities by providing a central location for services and resource referrals for unmet needs following a disaster or significant emergency. LACs are normally staffed and supported by local, state and federal agencies, as well as non- profit, volunteer and other NGO organizations.
The LAC provides a single facility where individuals, families and businesses can access the full array of disaster assistance programs and services. Where appropriate, a state -federal Disaster Recovery Center ( DRC) may be collocated with a LAC.
Joint Field Office: The state coordinates with FEMA as necessary to activate a JFO to coordinate federal support for the emergency. The state may appoint a State Coordinating Officer ( SCO) to serve as the state point of contact. A Federal Coordinating Officer ( FCO) is appointed upon a Presidential Declaration of an Emergency or Major Disaster.
Demobilization: Resources are demobilized as they are deemed to be excess to the needs of the incident and are no longer needed to support the response. Demobilization includes provisions to address and validate the safe and orderly return of resources to their original location, as well as processes to track and assure accurate applicable reimbursement.
10.7.5 Emergency Proclamations
The ESA provides for three ( 3) types of emergency proclamations in California:
1. Local Emergency
2. State of Emergency
3. State of War Emergency
Emergency proclamations expand the powers and authorities of the various political subdivisions and provide a mechanism for unaffected jurisdictions to provide resources and assistance to the affected jurisdictions. Although emergency proclamations facilitate the flow of resources and support to the affected jurisdictions, they are not a prerequisite for rendering mutual aid and assistance under existing agreements or requesting assistance from public - private partners or NGOs.
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Local Emergency Proclamation: The City Council or designee may proclaim a Local Emergency ifthere is extreme peril to the safety of persons and property within the territorial limits of the city, or where the city is overwhelmed and unable to abate an existing or potential emergency and requires resources from other jurisdictions. A Local Emergency provides the city with expanded emergency police powers and authorities, including:
o Authorization to promulgate and suspend local orders and regulations necessary to provide for the protection of life and property
o Authority to acquire or commandeer supplies and equipment for public use o Power to conduct and perform emergency response activities under emergency conditions with broadened immunities from legal liability for performance or failure of performance
When time and conditions allow the City Attorney drafts and the Mayor or designee signs the Local Emergency Proclamation and provides it to the local EOC. The local EOC notifies the OA EOC of the proclamation and the OA EOC notifies the CaIC ES Regional Administrator.
Figure 10- 4 provides a sample resolution of the City Council declaring a Local Emergency for flooding, mud & debris flows.
Figure 10-S provides a sample resolution ofthe City Council requesting the Governor to declare a State ofEmergency.
Figure 10- 6 provides a sample resolution of the City Council declaring a threatened existence of a Local Emergency due tofires.
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Figure 10- 4
Sample City Council Resolution Declaring a Local Emergency RESOLUTION NO. 2005- 003
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HIGHLAND, CALIFORNIA PROCLAIMING THE EXISTENCE
OF A LOCAL EMERGENCY
WHEREAS, Government Code Section 8630 empowers the City Council to proclaim the existence of a local emergency when the City is affected by a public calamity:
WHEREAS. the City Council has been requested by the Director of Emergency Sen ices of the City to proclaim the existence of a local emergency therein, WHEREAS, the City Council does hereby find:
That conditions of disaster or of extreme peril to the safety of persons and property have arisen within the City, caused by heavy rainfall, flooding, and debris } lows from rainstonns in the City and surrounding foothills, and mountains commencing on or about the 191h day of October 2004 and continuing with greater intensity on January I& and i 1 ` r' 2005 causing personal injury and destruction of public and private property, and That aforesaid conditions of extreme peril warrant and necessitate the proclamation ofthe existence of local emergency.
NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency now exists throughout the City.
IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said local emergency the powers, functions, and duties of the Director of Emergency Services and the emergency organization of this City shall be those prescribed by state law, by ordinances and resolutions of this City_ and by the City of Highland Emergency Plan.
IT IS FURTHER PROCLAIMED AND ORDERED that said local emergency shall be deemed to continue to exist until its termination is proclaimed by the City Council.
PASSED. APPROVED AND ADOI"I' ED.this -4- lth y of January, 2 Ross Jones. May
A' l " TEST:
Bettv Hu es, Cit. Clerk
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Figure 10- 5
Sample City Council Resolution Requesting the Governor to Declare a State of Emergency
RESOLUTION NO. 2005- 004
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HIGHLAND, CALIFORNIA REQUESTING THE GOVERNOR TO
PROCLAIM A STATE OF EMERGENCY
WHEREAS, on January 11. 2005. the City Council found that due to heavy rainfall. flooding, and debris flows a condition of disaster or of extreme peril to life and property did exist within the City;
WHEREAS, in accordance with state law, the City Council proclaimed an emergency did exist throughout the City: and
WHEREAS, local resources are unable to cope with the effects of said emergency.
NOW, THEREFORE, IT IS HEREBY PROCLAIMED AND ORDERED
that a copy of this resolution be forwarded to the Governor of California with the request fora proclamation that the City of Highland is in a state ofemergency.
IT IS FURTHER ORDERED that a copy of this resolution be forwarded to the State Director of the Office of' rmergency Services.
IT IS FURTHER RESOLVED that Sam J. Racadio, City Manager, is hereby designated as the authorized representative for public assistance and Joseph Hughes, Assistant City Manager, is hereby designated as the authorized representative for individual assistance of the City of Highland for the purpose of receipt, processing, and coordination of all inquiries and requirements necessary to obtain available state and federal assistance.
PASSED, APPROVED AND ADOPTED t}bis ay of January, 2005.
Ross Jones, Mayq
AI- FFST:
Betty 1490 ies, City/ ClerkCity of Highland Emergency Operations Plan 91 2023
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Figure 10- 6
Sample City Council Resolution Declaring a
Threatened Existence of a Local Emergency
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HIGHLAND,
CALIFORNIA, PROCLAIMING THE THREATENED EXISTENCE OF A
LOCAL EMERGENCY
WHEREAS, Government Code Section 8630 empowers the City Council to proclaim the existence of a local emergency when the City is affected by a public calamity; and WHEREAS, the City Council has been requested by the director of Emergency Services of the City to proclaim the existence of a local emergency basis therein; and WHEREAS, the City Council does hereby find:
Thai threatened conditions of disaster or of extreme peril to the safety of persons and property have arisen within the City, caused by the wildfires burning near the City and in the surrounding foothills, and mountains commencing on or about the list day of October, 2007, and continuing with greater intensity on subsequent days, causing the threat of personal injury and destruction of public and private property; and That aforesaid conditions of extreme peril warrant and necessitate the proclamation of the threatened existence of a local emergency.
NOW, THEREFORE, BE IT PPOCLAIMED that a local emergency now exists throughout the City.
IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said local emergency organization of this City shall be those prescribed by state law, by ordinances and resolutions of this City and by the City of Highland Emergency Plan.
IT tS FURTHER PROCLAIMED AND ORDERED that said local emergency shall be deemed to continue to exist until its termination is proclaimed by the City Council.
PASS APR VIED AND 7ADED1 this 23rd day of October, 2007_ Ros' B. Jones
Mayor
ATTEST,
Betty Hug , CMC
City Clerk
C,' d,kyFilebAWPnATAWeeOrci' 0007YRas 07- 59.wpd
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Requests for CalOES Secretary Concurrence: Local governments may request cost reimbursement from the state for certain disaster -related costs pursuant to the California Disaster Assistance Act ( CDAA) following the proclamation of a Local Emergency.
Requests for State Assistance: When emergency conditions exceed or have the potential to exceed local resources and capabilities, the city may request state assistance pursuant to the California Emergency Services Act ( ESA). The formal request may be included in the original proclamation of a Local Emergency or as a separate document. The request must be received within ten ( 10) days of the event.
Initial Damage Estimate: The request for assistance pursuant to the ESA should include a copy of the proclamation of a Local Emergency and an Initial Damage Estimate ( IDE) estimating the severity and extent of damage caused by the incident. An IDE may not be required for sudden emergencies with widespread impacts, emergencies of significant magnitude, or during rapidly escalating emergencies where immediate response assistance is necessary.
State of Emergency Proclamation: Once requests for state assistance and IDES are received, they are reviewed by CalOES and a recommendation is made to the Governor, who may proclaim a State of Emergency based on the formal request from a local governing body. If time and conditions permit, the Governor drafts and signs a formal State of Emergency Proclamation. A State of Emergency provides the Governor with expanded emergency powers and authorities, including:
o Rights to exercise police power vested in the Constitution and laws of California, as deemed necessary, within the designated area
o The power to use and commandeer public and private property and personnel to ensure all resources within the state are available to the emergency o Directing state agencies to utilize and employ personnel, equipment and facilities for the performance of any and all activities designed to prevent or alleviate actual and threatened damage due to the emergency and to provide supplemental services and equipment to political subdivisions to restore any services in order to provide for the health and safety of residents of the affected area
o Make, amend or rescind orders and regulations and temporarily suspend non -safety - related statutes, ordinances, rules or regulations that impose restrictions on emergency response activities
Governor' s Proclamation Without a Local Request: The Governor may proclaim a State of Emergency, without a request from the local governing body or designee, if the safety of persons and property in California are threatened by conditions of extreme peril or if the emergency conditions are beyond the emergency response capacity and capabilities of the local authorities.
State of War Emergency: The Governor may proclaim a State of War Emergency whenever California or the nation is attacked by an enemy of the United States or upon receipt of a warning from the federal government that such an enemy attack is probable or imminent.
The powers of the Governor pursuant to a State of War Emergency are commensurate with those under a State of Emergency.
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State Request for Presidential Declaration: When State capabilities will be exceeded, the Governor may request assistance from the federal government, including assistance pursuant to the Robert T. Stafford Disaster Relief and Emergency Assistance Act ( Stafford Act). The Stafford Act authorizes the President to provide financial and other assistance to State and local governments, certain private nonprofit organizations and individuals to support response, recovery and mitigation efforts following Presidential emergency or major disaster declarations.
Preliminary Damage Assessment: Upon submission of a request for a Presidential declaration, FEMA coordinates with the state to conduct a Preliminary Damage Assessment PDA) to determine if the incident is sufficient to justify federal assistance pursuant to the Stafford Act. This process may take from a few days to a week, depending on the magnitude of the incident. FEMA uses the results from the PDA to determine ifthe situation is beyond the combined capabilities of state and local resources and to verify the need for federal assistance. A PDA may not be required if immediate response assistance is necessary.
Federal Analysis of State Request: Once requests for federal assistance and PDAs are received, they are reviewed by FEMA and a recommendation is made to the President, who may declare an Emergency or Major Disaster pursuant to the Stafford Act.
Federal Declaration Without PDA: The President may declare a major disaster without a PDA ifthe incident is so severe that damage is overwhelming and immediately apparent.
Presidential Declaration of Emergency or Major Disaster: The President may declare an Emergency or Major Disaster under the Stafford Act ( 42 USC 5121), providing federal resources in support of the state' s response and recovery activities. While declarations pursuant to the Stafford Act permit federal resources and funding to support response and recovery, federal agencies may also provide assistance pursuant to other authorities or agreements that do not require a Presidential Declaration.
Figure 10- 7 - Response Phase Sequence of Events illustrates the sequence of activities occurring for the emergency response and proclamation process.
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Figure 10- 7 Response Phase Sequence of Events
2 rruuamULIui V
Declaration Sequence
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11. Recovery Concept of Operations
The recovery phase of an emergency or disaster is often defined as restoring a community to its pre -disaster condition. More realistically, recovery is the process of re- establishing a state of normalcy in the affected community. The specific approach to recovery operations following a disaster will be determined by the location, type, magnitude, and effects of the incident.
Transition to Recovery: While immediate lifesaving activities are occurring, emergency managers are simultaneously assessing how soon the response phase can transition to recovery. Critical response phase operations will gradually shift to assisting individuals, households, businesses and government in meeting basic needs and returning to selfsufficiency.
Short -Term Recovery: Short-term recovery operations begin concurrently with or shortly after the commencement of response operations. Although referred to as " short- term" recovery, these activities may last for weeks. Short-term recovery includes actions required to:
o Stabilize the situation
o Restore services
o Implement critical infrastructure recovery plans to maintain operations during emergencies and the recovery phase
o Commence the planning for restoration of the community, including economic recovery Long -Term Recovery: Long-term recovery continues actions initiated during short-term recovery, but focuses on community restoration. Long- term recovery may continue for months or years, depending on the severity and extent of the damage sustained. These activities include those necessary to restore a community to a state of normalcy, given the inevitable changes that resulted from the disaster. Long- term recovery activities require significant planning to maximize opportunities and mitigate risks after a major incident and may include:
o Reconstruction of facilities, technology systems and services necessary for restoration of all operations functions
o Community planning including development of long-term housing plans o Implementation of waivers, zone changes and other land use legislation to promote recovery
o Assistance to displaced families, which may include financial support as well as social and health services
o Restoration of the local economic system
o Integration of mitigation strategies into recovery efforts o Documentation of eligible disaster -related costs for reimbursement through grant programs
Individuals and Households: Individuals and households will try to stabilize their circumstances by seeking adequate shelter, assessing damage to their property, resuming work and other regular activities, applying for assistance and obtaining insurance proceeds.
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The Private Sector: The private sector engages in activities necessary to resume business operations including assessing damage, implementing continuity of business plans, caring for employees, shifting operations to temporary facilities or other locations, applying for assistance, and obtaining insurance proceeds. Business may also play a key role in donating goods and/ or services for community recovery.
Non -Government Organizations: NGOs will provide support to individuals and households who are displaced by a disaster and work with governmental organizations to support the transition from care and shelter operations to interim housing arrangements. Community organizations active before a disaster may expand their services to meet increased needs.
These groups include churches, neighborhood health clinics and food distribution agencies.
NGOs may provide a range of services such as donations management, emergency food, clothing, and shelter, as well as support for housing reconstruction. NGOs provide these services independently or in coordination with other governmental efforts.
Local Government Actions: Local governments organize recovery operations according to their respective priorities and mechanisms for conducting business. Local governments may work with neighboring jurisdictions to share resources or address common issues. Regional entities may also play a role in setting priorities and obtaining resources for recovery within their areas of authority. These organizations may undertake the following actions to stimulate recovery within their respective communities:
o Conduct damage and safety assessments
o Assess the housing situation, identify potential solutions and request support/ assistance o Assess damage to public facilities and initiate repairs o Assess damage to private property and issue permits for demolition/ repairs o Remove debris
o Open transportation routes
o Restore services such as power, water, wastewater and transportation o Activate Local Assistance Centers to assist individuals and households o Coordinate program assistance to individuals and businesses o Document disaster -related costs for potential reimbursement o Work with state and federal officials to assess damage, identify needs and secure assistance
o Resume governmental functions
o Initiate planning for long-term community recovery
o Consider appropriate legislative actions to facilitate repairs to business, commercial and industrial properties
o Assist in identifying temporary housing and business space State Government Actions: When a State of Emergency is proclaimed, state or federal assistance may be available. The city will work with the appropriate state and federal agencies to ensure effective delivery of services.
SOC and REOC Operations: Initial state recovery operations will be coordinated through REOCs and the SOC.
Local Assistance Centers: The city may establish one or more Local Assistance Centers LACs) where services for disaster victims can be centralized. LACs are staffed by representatives of local, state and federal agencies and NGOs. They provide a convenient ` one City of Highland Emergency Operations Plan 97
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stop shop' for disaster survivors to access recovery assistance and referral to other programs.
LACs may also host organizations ( e. g. U. S. Postal Service, utility companies and property tax officials) who can assist survivors as they begin the process ofrecovery. Federal agencies may provide representatives who can assist survivors with federal disaster assistance programs.
FEMA Disaster Recovery Centers: FEMA may establish Disaster Recovery Centers ( DRCs) to centralize public outreach operations for federal agencies and their respective assistance programs. The local jurisdiction should coordinate the location of DRCs and LACs with state and federal agencies to best meet the needs of disaster victims.
Joint Field Office: Federal and state government agencies may establish a Joint Field Office JFO) to manage and coordinate their recovery operations. Generally, all Emergency Support Functions ( ESFs) that support federal response and recovery efforts will operate from the JFO once it is activated. State agencies may deploy staff to the JFO to ensure coordination with federal agencies. State and federal officials will coordinate directly with other state agencies, other states and FEMA to provide recovery resources requested by local governments.
Multiagency Coordination Groups: Multiagency Coordination ( MAC) Groups may be established to facilitate coordination among various agencies, technical groups, the private sector and NGOs. The MAC will develop and provide recommendations for prioritizing limited resources and the need for technical specialist groups to the SOC and REOCs.
State Agency Assistance: State agencies may provide support to local governments under their respective authorities or through various federal programs.
Long -Term Recovery Efforts: The City will coordinate long-term recovery efforts within its jurisdiction, which may include implementation of Emergency Support Function (ESF), Long - Term Community Recovery where federal agencies assist affected communities to identify recovery needs and potential sources to recover funds and providing long- term community recovery planning support, as appropriate.
The SEMS Recovery Organization is demonstrated in Figure 11- 1 below. As with the EOC Organization, available personnel to staff each and every function in the recovery organization will require some functions to be combined or to remain unstaffed.
Recovery Damage Assessment: During the early phase of a disaster, initial damage is only estimated. Plans should include procedures for conducting more detailed surveys to be used in disaster project applications. Damage assessment procedures include the following:
o Safety Concerns
Ensuring gas, water, and sewer leaks are identified
Ensuring utilities are turned off in unsafe or damaged structures Securing hazardous materials sites and preparing clean- up plans Ensuring unsafe buildings are vacated, clearly marked and access is restricted
Incorporating safety precautions to be undertaken by emergency workers into the Incident Action Plan
o Structural Damage Assessment
Checklists and procedures for survey teams should include the following direction and terms when describing damage
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Damage estimates are limited to the structure itself and do not include contents
Destroyed - when the cost of repair is greater than 75% of value Major Damage - when the cost of repair is greater than 10% of value
Minor Damage - when the cost of repair is less than 10% of value o Recovery Activities
Common terms for recovery activities are listed below:
Category A: Debris Removal - clearance of debris, wreckage, demolition, and removal of buildings damaged beyond repair Category B: Emergency Protective Measures - measures to eliminate or reduce immediate threats to life, public health, and safety
Category C: Roads & Bridges - all non -emergency work and any that may be require more time for decision - making, preparation of detailed design, construction plans, cost estimates and schedules
Category D: Water Control Facilities - includes flood control, drainage, levees, dams, dikes, irrigation works and bullheads Category E: Public Buildings and Equipment - buildings, vehicles or other equipment, transportation systems, government
buildings, supplies or inventory, higher education facilities, libraries and schools
Category F: Utilities - water supply systems, sanitary sewage treatment plants, storm drainage facilities, electricity and natural gas distribution facilities
Category G: Parks, Recreational, Other - private and non- profit facilities, recreational facilities and playground equipment o List of Damages -
Once a Presidential Disaster Declaration is made, a " List of Damages" must be completed by each jurisdiction and transmitted to the OA, who will compile and transmit the lists to the Region, who will in turn send them to the State and FEMA. The list of damages should include:
Location of Action/ Damage - the geographical location of damaged facilities or emergency work
Description of Action/ Damage - a narrative description explaining the nature of the disaster related problem
Estimated Cost - a separate estimate for each facility or system affected
o Recovery Documentation
Recovery documentation information should include the location and extent of damage, and estimates of costs for debris removal, emergency work, repairing damaged facilities to a non -vulnerable and mitigated condition or replacing facilities that are damaged beyond repair. The costs to comply with building codes for new construction, repair or restoration should also be documented. Costs of improving facilities may be reimbursable under some federal mitigation programs.
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Documentation is a key step toward recovering expenditures related to response and recovery operations and must begin at the field response level and continue throughout the disaster response and recovery. The Documentation Group will coordinate the collection and maintenance of all incident documentation.
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OPERATIONS
FIRE & RESCUE
Figure 11- 1 SEMS Recovery Organization
RESIDENTS OF
HIGHLAND
POLICY
City Council
EOC DIRECTOR
City Manager
EOC Coordinator
LEGAL OFFICER
Emergency Services City Attorney Officer !
LIAISON OFFICER
PUBLIC INFORMATION Special Districts
OFFICER Vol. / Private Agency
PLANNING /
INTELLIGENCE
SITUATION STATUS
LAW ENFORCEMENT IF- H DOCUMENTATION
LOGISTICS
FINANCE / I
ADMINISTRATION
INFORMATION /
COMMUNICATION PERSONNEL
SYSTEMS
RESOURCES UNIT 1 I-- 4 TIME RECORDING
PUBLIC WORKS DAMAGE ASSESSMENT — PROCUREMENT
SUPPLY COMPENSATION /
CLAIMS
CARE & SHELTER UNIT'', RECOVERY PLANNING FACILITIES UNIT IEOST ANALYSIS UNIT City ofHighland Emergency Operations Plan 101
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11. 1 Individual Assistance ( IA) Programs
Non -Governmental Organizations ( NGO) Assistance: Many NGOs provide recovery assistance to individuals, families and community organizations. This assistance ranges from donated goods and services to loans and assistance for reconstruction.
State Assistance: The state does not have the authority to offer financial assistance to private disaster victims however it does coordinate with federal, state and local NGOs to provide other types of recovery assistance to individuals, households and businesses.
Federal Assistance: The federal government does provide a wide array of housing and other needs assistance programs for individuals and households, including:
o Temporary Housing: The Individuals and Households Program ( IHP) includes temporary housing and assistance to make repairs to damaged homes and other assistance for necessary expenses and serious needs caused by the disaster. o Counseling: Crisis counseling, disaster unemployment assistance and legal services. o USDA Assistance: The U. S. Department of Agriculture ( USDA) may provide assistance to agricultural producers following events that have been designated as agricultural disasters by the Secretary of Agriculture. USDA assistance may include emergency loans to help agricultural producers recover from production and physical losses. The United States Small Business Administration ( USSBA) may also provide loan assistance to agricultural and producer cooperatives following agricultural disasters. o Small Business Administration: The USSBA may also provide low -interest disaster loans to homeowners, renters, businesses, and private non- profit organizations in declared disaster areas. Loans may include coverage for uninsured physical damage or economic losses to homes, businesses and other properties.
11.2 Public Assistance ( PA) Programs
State Assistance: The California Disaster Assistance Act ( CDAA) X authorizes the state to provide financial assistance for costs incurred by local governments as a result of a disaster. CDAA assistance may be implemented when no Presidential declaration of an Emergency or Major Disaster is made. Typically, state assistance is limited to no more than 75% of the state -eligible costs however discretion over the amount of available assistance rests with the Legislature. CDAA assistance may include:
o Secretary' s Concurrence: The Secretary of CalOES may concur with a local government agency' s request for state assistance independent of a Governor' s proclamation of a State of Emergency. Secretary Concurrence assistance is limited to eligible permanent repair work and typically requires a 25% cost share by the local agency.
o Declared State of Emergency: When the Governor declares a State of Emergency both emergency and permanent work may be eligible for CDAA assistance. Typically, this assistance also requires a 25% cost share by the local agency.
Federal Assistance: When a Presidential declaration of Emergency or Major Disaster is made, the President may designate the entire geographic area, or some lesser area, as eligible for Public Assistance ( PA). Below is a summary of major PA programs available through FEMA:
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FEMA Public Assistance Grant Program: Tribal, state and local government agencies and certain non- profit entities are eligible for grants covering eligible disaster recovery work on a federal ( 75%) cost share basis. Typically the State of California, through its CDAA assistance, will share the remaining costs ( 25% share of overall costs) with the applicant, resulting in each paying 12. 5% of the overall costs.
Eligible costs include:
Debris removal
Emergency work necessary to save lives, protecting public health and safety and protecting property
Restoration of damaged facilities, including buildings, equipment and infrastructure to their pre -disaster design and function Implementation of cost- effective hazard mitigation measures during repairs to damaged facilities to reduce the risk of future damage o Assistance to Tribal Governments: Tribal governments within California may submit Requests for Public Assistance to CaIOES who will transmit them to FEMA.
Once received, FEMA may then work directly with the tribal government.
Non -Stafford Act Programs: Federal assistance may also be available outside the provisions of the Stafford Act. Examples of potentially available federal assistance include:
o Federal Highway Administration ( USFHWA): The USFHWA may provide assistance to state and local governments for damage to roads, bridges and other facilities on the federal - aid system under the Emergency Relief Program. o Natural Resources Conservation Service ( USNRCS): The USNRCS may provide assistance to state and local governments for emergency work necessary to protect life, property and public health and safety in watersheds damaged by a disaster ( e. g. fire or flood) through the Emergency Watershed Protection Program.
o U. S. Army Corps of Engineers ( USACE): The USACE may provide assistance for flood fighting, emergency and other repairs to damaged facilities, levees and other flood control facilities that met pre -disaster criteria under the Rehabilitation and Inspection Program.
o U.S. Department of Housing and Urban Development ( USHUD): USHUD Community Development Block Grants may be requested by tribal, state and local governments for a wide array of recovery services.
o Congressionally -Designated Appropriations: The U. S. Congress may make disaster - specific appropriations that allow federal agencies to provide assistance beyond existing authorities and programs.
11.3 Debris Management Programs
Disasters may create significant amounts of debris that must be properly removed and disposed to reduce threats to public health and safety and to allow for recovery of the community. Debris management poses challenges for tribal, state and local government agencies because of the significant amount of resources required for debris management operations; procurement and management of contractors; requirements for reduction of debris volume, segregation and recycling; and handling and disposal of household and other hazardous wastes.
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Local Responsibility: While debris management operations are the responsibility of the affected jurisdiction, the federal government may aid with debris management following a Presidential declaration of Emergency or Major Disaster.
State Assistance: CalOES provides debris management technical assistance to local governments in the development of pre -disaster debris management plans and assists local governments with requests for federal debris removal assistance following disasters by providing guidance on eligibility requirements such as:
o Recycling: Consistent with existing waste diversion and recycling policies, it is the city' s intent that disaster -related debris be recycled when feasible. Additional information on recycling and diversion is available in the California Integrated Waste Management Department' s disaster plan.
o State Environmental Requirements: FEMA ensures compliance with federal laws, regulations and Executive Orders when implementing Stafford Act programsxi and CalOES ensures compliance with applicable state environmental laws and regulations.
Federal Assistance: Below are a variety of federal debris management assistance programs that are coordinated by FEMA:
o Technical Assistance: Federal, tribal, state and local governments coordinate as a team to identify, evaluate and provide the most appropriate technical assistance available.
o Direct Federal Assistance: FEMA may task other federal agencies, such as the U. S. Army Corps of Engineers, to perform debris management activities directly on behalf oftribal, state, or local governments when those entities do not have the resources to accomplish the work.
o Financial Assistance: FEMA may provide financial assistance under the Public Assistance ( PA) Program to tribal, state and local governments for eligible debris management activities.
o Federal Environmental Requirements: FEMA and other federal agencies that provide assistance must ensure that all actions comply with federal environmental laws, regulations and Executive Ordersxii, including:
National Environmental Policy Act ( NEPA)
National Historic Preservation Act
Endangered Species Act
Clean Water Act
Executive Order 11988, Floodplain Management
Executive Order 11990, Protection of Wetlands
Executive Order 12898, Environmental Justice
o Exemptions: The Stafford Act and its implementing regulations ( 44 CFR Part 9) provide limited exclusions exempting certain actions from the NEPA review process, including debris removal, emergency protective measures, repairs of damaged facilities to pre -disaster condition and minor mitigation measures.
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12. Continuity Planning
Some emergencies create extraordinary demands on government entities and emergency response agencies which in extreme circumstances may stress them to the point that they can no longer operate and provide emergency and essential services. A major emergency could include death or injury of key government officials, partial or complete destruction of established seats of government and the destruction of public and private records essential to continued operations of government and industry. The inability of government to provide emergency and essential services can cause direct damage to government infrastructure, life safety and basic human needs may be compromised leading to increased morbidity, mortality and civil unrest.
The City of Highland' s Continuity of Government provisions are set forth in Chapter 2. 44 of the Highland Municipal Code.
Planning Authority: The State Constitution and Government Code provide authority for the continuity and preservation of state and local government. The ESAxifl provides for the preservation of government and its services. This is accomplished by planning for succession of officers, designation of standby officers, administration of oaths of office and continuation of duties of the governing body.
Continuity Plans: To ensure continuity of government and its operations, the state and its political subdivisions must plan for the preservation, maintenance, or reconstitution of government. When an emergency occurs, continuity planning will support the government' s ability to:
o Carry out constitutional responsibilities
o Restore and maintain emergency operations
o Restore and maintain public health and safety
o Restore and maintain government operations
o Protect the economy
o Conserve the environment
Planning Elements: To ensure continuity of government, the following elements must be addressed:
o Identification and prioritization of essential functions o Establishment, promulgation and maintenance of orders of succession o Pre -identification and updates, as necessary, of delegations of authority o Identification, establishment, and maintenance of continuity facilities o Identification, establishment, and maintenance of continuity communications o Establishment and maintenance of a system of vital records management o Establishment of a program that identifies and supports human capital, including continuity personnel and other staff
o Establishment of a process for devolution of control and direction o Establishment of a process for reconstitution
o Development of an effective testing, training and exercising program to support continuity efforts
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State Authority: The Governor has the legal authority under a State of Emergency to commandeer resources required to address the situation at hand. As such, significant state government intervention and control of an emergency exists by its legal authority.
State Intervention: While not likely, if local government becomes partially or entirely disabled in an emergency, state government intervention may be required to assist in the restoration of emergency operation and essential services. Significant state intervention presumes that local government lacks the resources to restore any overwhelmed or devastated portion of its structure. When state government intervention is warranted, the state will deploy resources and coordinate with local jurisdictions and the federal government. State intervention may be justified for a variety of reasons, including:
o Local government officials are not able to operate and provide direction to their local government agencies
o The local emergency management system is damaged or impaired and is not sufficiently functioning
o The local government' s Continuity of Government ( COG) plan is substantially disrupted or halted due to the overwhelming consequences of a catastrophic emergency.
Private Sector: In addition to public sector continuity planning, the private sector should develop similar plans to ensure businesses and economic institutions continue to function following an emergency.
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13. Emergency Functions
This plan establishes the Emergency Functions ( EFs) which consist of eighteen ( 18) primary activities deemed essential to addressing the emergency management needs in all phases of emergency management. The EFs were designed to bring together discipline -specific stakeholders to collaborate and function within the four phases of emergency management. The EFs consist of an alliance of city agencies and functions, as well as other stakeholders with similar functional responsibilities. These groupings will allow each EF to collaboratively prepare for, cohesively respond to and effectively recover from and emergency.
13. 1 Emergency Function Lead Agency and Descriptions 1 Each EF represents an alliance of stakeholders who possess common interests and share a level of responsibility in emergency management. The EFs bring together city agencies, functions, and others to collaboratively prepare for, cohesively respond to and effectively recover from an emergency.
A single city department is assigned to lead each EF based on its authorities, resources and capabilities. Each EF member agency is responsible to assist in coordinating the city's response to emergencies, including provision of mutual aid and the allocation of essential supplies and resources.
Figure 13- 1 - Emergency Functions, lists and defines each Emergency Function and identifies the designated lead agency.
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Figure 13- 1 Emergency Functions
Emergency Definition
Lead City
Function Title Agency
Coordinates the management, damage
Transportation assessment and restoration of transportation infrastructure systems in response to incidents. Public Works Coordinates restoration of emergency and non -
Communications emergency telecommunications, including voice and data systems. Administration
Facilitates the inspection and damage assessment Engineering / of public and private structures following an Building & Construction &
incident and provides technical assistance, Safety /
Engineering engineering expertise and construction Community management to recover from incidents. Development
Provides suppression of urban, rural and wildland
Fire & Rescue fires; and emergency incident scene rescue activities. Fire
Responsible for overall emergency management
Management policy and coordination with other governmental and private organizations. Administration
Coordinates actions to assist responsible agencies
to meet the needs of victims displaced during an
Care & Shelter incident including food, clothing, non - medical care and sheltering, family reunification and victim
recovery. Public Works
Coordinates plans and activities to locate, procure
Resources and pre -position resources to support emergency operations. Police & Fire
Coordinates with public health and medical
Public Health & assistance functions to meet health care needs of Medical
individuals during and following emergencies. Public Works Coordinates the response of personnel and
equipment to search for, locate and rescue victims
Search & Rescue - of structure collapse, construction cave- ins, Fire trench, confined space, high angle structure rope
rescue, water rescues and similar emergencies. Fire
Coordinates the response of personnel and
equipment to search for, locate and rescue
Search & Rescue - missing or lost persons, missing and downed Police aircraft, high angle rock rope rescue, water
rescues and investigations of missing person
incidents that may involve criminal acts. Police
Coordinates the preparation for, prevention of
Hazardous and response to a threat to the public or Fire / SB Materials environment by actual or potential hazardous County Fire materials releases. Department
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Coordinates activities impacting the agriculture
Food & Agriculture and food industry and supports the recovery of impacted industries and resources after incidents. Administration Provides resources and support to restore gas,
Utilities electric, water, wastewater, and
telecommunications services. Public Works
Provides personnel and equipment to support law
Law Enforcement enforcement, coroner activities and maintain public peace. Police
Supports and enables economic recovery from the
Long -Term long-g term consequences q of extraordinaryY Finance / Recovery emergencies and disasters. Administration
Supports the accurate, timely and accessible
information to affected audiences, including
Public Information residents, other government agencies, the media and private sector, including special needs
populations. Administration
Enables the evacuation of persons, domestic Police / SB animals and livestock from hazardous areas and County Animal Evacuation
provides p securityY for evacuated areas. Care & Control Dept.
Volunteer & Ensures the most efficient and effective use of Donations volunteers and organizations and monetary and Management in -kind donated resources to support incidents. Public Works Similarities between the city EFs, state EFs and federal Emergency Support Functions ( ESFs) exist. While similar to state EFs and federal ESFs, the City Emergency Functions are established to augment operations during all four phases of emergency management.
13. 2 Emergency Function Annex Development
Development of the EFs requires a coordinated approach between all participants. The lead agency brings together supporting federal and state agencies, departments, and stakeholders from the public and private sector to develop and maintain a functional annex to the Emergency Operations Plan. The functional annex contains the concept of operations with policies, protocols and procedures for each EF.
To develop the functional annex, each EF will develop a working group with five ( 5) primary objectives:
1. Identify and engage stakeholders in the EF
2. Identify capabilities and resources of each member to create and maintain emergency resource directories
3. Develop and maintain a functional annex to the City of Highland Emergency Operations Plan
4. Respond with, train, and exercise the plans and procedures described in the functional annex
5. Develop after action reports and implement appropriate corrective actions City ofHighland Emergency Operations Plan 109
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The EFs were designed to bring together discipline -specific stakeholders at all levels of government to collaborate and function within the four phases of emergency management.
Mitigation
Identify stakeholders and engage them in the development and maintenance of the EF.
Complete a vulnerability assessment and prioritize actions to reduce vulnerabilities within the scope of the EF
Collaborate to pool EF resources to prevent hazards and reduce vulnerability ( leveraging funding, resources, and personnel)
Develop strategies and processes to prevent or reduce the impact of events and reduce the need for response activities
Support the San Bernardino Operational Area' s Multi -jurisdictional Hazard Mitigation Plan
Preparedness
Develop an EF functional annex to the Emergency Operations Plan containing a charter, concept of operations, plans and supporting agreements
Establish decision - making and communication processes for the EF Identify stakeholder roles, responsibilities and statutory authorities Initiate and oversee pre -emergency planning and coordination activities Conduct resource inventories, categorize resources, establish agreements for acquiring needed resources, manage information systems and develop processes for mobilizing and demobilizing resources with the EF stakeholders
Plan for short-term and long- term emergency management and recovery operations Integrate After Action Reports ( AARs) and Corrective Action Planning ( CAP) into the EF annex and EF exercise process
Conduct regular EF meetings and training events
Support coordination for incident prioritization, critical resource allocation, integrate communications systems and information coordination
Response
Coordinate EF support when activated during a response
Provide subject matter experts to support emergency response activities as provided by statutory authority
Request participation from support agencies and organizations Coordinate contracts and procure goods and services as needed Develop After Action Reports and Corrective Action Planning Recovery
Support recovery activities with roles and responsibilities of EF members Work with other EFs to organize rapid needs assessment teams to prevent duplication of efforts
Support efficient activation and sufficient staffing of LACs with EF members City of Highland Emergency Operations Plan 110
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13.4 Emergency Functions During EOC Activation
The EFs are a source for discipline - specific and subject matter expertise that can be utilized during an emergency response at any level of SEMS. When an EF is employed during EOC activation, it provides the greatest possible access to stakeholder resources and capabilities regardless of what organization has those resources.
Designated Representative: Prior to an emergency the EF Working Group should designate a representative and alternates that may be called upon to support the EOC when activated. EF representatives are identified on the basis of subject matter expertise regarding specific disciplines, authorities, and resources, and will have access to the resources and capabilities of the EF.
Expertise, Resources and Capabilities: The EF representatives may provide discipline - specific subject matter expertise as necessary for all activities within the EOC organization. Some of the typical activities of an EF representative may provide include:
o Recommendations on the appropriate use of resources and alternative resources o Expertise regarding the procedures, processes and methods for obtaining resources
o Agency -specific aspects relating to resource acquisition o Acquire, maintain and process discipline - specific intelligence and information o Guidance on processing of resources to EOC management functions o Coordination with EFs within other EOC levels
EF Notification and Mobilization: Upon activation of the EOC, each functional coordinator will assess the need for EFs to support their emergency response and recovery activities. Each EF will mobilize according to its functional annex. When planning for mobilization each working group should consider space requirements and availability. The EF is typically assigned to the Operations Section. During full EOC activation, space will be at a premium, so alternate mobilization plans are recommended.
EF Initial Response Actions: The items listed below constitute the initial response actions to be taken by each activated EF:
Establish formal activation time and initial staffing pattern for representation in the EOC Activate communications plans and establish and maintain communications between the appropriate DOC, the EOC and the OA EOC
Based on the governance structure documented in the EF annex, notify and activate support agencies as required for the threat or emergency Begin to immediately acquire intelligence concerning the EF relationship with the emergency
Deploy staff to appropriate levels of the emergency management organization ( e. g., CA EOC) and provide technical assistance as needed
Coordination with Federal and State Emergency Functions and Emergency Support Functions: The federal government organizes much of its resources and capabilities under 1S Emergency Support Functions ( ESFs) as described in the National Response Framework ( NRF) and CalOES has developed 18 Emergency Functions ( EFs). When the federal or state government deploys their ESF or EF to assist in an emergency, it provides the greatest possible access to department and agency resources regardless of which organization has those resources. ESF and City ofHighland Emergency Operations Plan 111
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EF coordinators and primary agencies are identified on the basis of authorities and resources.
Support agencies are assigned based on the availability of resources in a given functional area.
Each ESF or EF aligns categories of resources and provides strategic objectives for their use. The ESF or EF will utilize standardized resource management concepts such as typing, inventorying and tracking to facilitate the dispatch, deployment and recovery of resources before, during and after an incident.
Figure 13- 2 City Departments and Functions EF Responsibilities Matrix illustrates how roles and responsibilities are organized.
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Figure 13- 2 City Departments & Functions EF Responsibilities Matrix This matrix summarizes the roles of city departments and functions Primary ( Lead) or Support in relation to each of the Emergency Functions.
FL Lead L* 1 Co -Lead L** City Lead coordinating w/ another agency F Support City
Departments & EMERGENCY FUNCTIONS
Functions
CO CO
NC
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N LLO
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7 w u
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7 VO
LL N
Administrative L*
Services L L L L L
Accounting S S S
Auditing S S S S S S S S S
Budgeting S
City Clerk S
Collection S S S S
Fee Analysis S
Human
Resources
Information
Technology S I S S I S I S
Licensing
Payroll
Purchasing S S S S S S
Risk
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14. Roles and Responsibilities
Below are the key city departments and functions that have primary or support roles in an emergency. Departments and functions not specifically listed may be called upon to carry out activities necessary mitigate the effects of an emergency.
14.1 Administrative Services
The Administrative Services Department consists of twelve functions. During an emergency, the department can call upon its personnel and resources to address issues related to transportation, communications, construction & engineering, fire & rescue, management, care & shelter, resources, public health & medical, search & rescue operations, food & agriculture, utilities, law enforcement, long-term recovery, public information and volunteers & donation management.
Below are the department' s primary or support roles in this plan:
Emergency Functions: The Administrative Services Department serves as the lead agency for coordinating emergency activities related to Communication, Management, Long -Term Recovery and Public Information operations. As the city' s lead agency, coordinates with the San Bernardino County Departments of Public Health and Agriculture, Weights & Measures in emergencies relating to Public Health & Medical and Food & Agriculture.
The department coordinates and develops the public information functions related to the incident. It may assign primary and support roles to those functions within the department that have the authorities, capabilities, and resources necessary to meet emergency needs.
14.1. 1 Accounting
Management: Provides accounting services for expenses incurred in managing the emergency and may provide clerical staff to support other operations, as needed.
Long -Term Recovery: Provides tracking and accounting services for expenses incurred in repairing, restoring, or replacing public real property damaged or destroyed in the emergency. Works with federal and state agencies to develop implementation and reporting criteria for economic stabilization programs in accordance with appropriate laws, rules and regulations.
Volunteers & Donation Management: Provides tracking and accounting services for donations received and volunteer workers.
14. 1. 2 Auditing
Fire and Rescue: Provides auditing and reconciliation services and reports on costs incurred in fire and rescue operations to document expenses for potential federal and state reimbursement claims.
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Management: Provides auditing and reconciliation services and reports on costs incurred in emergency management to document expenses for potential federal and state reimbursement claims.
Care & Shelter: Provides auditing and reconciliation services and reports on costs incurred in providing care and shelter services for potential federal and state reimbursement claims.
Resources: Provides auditing and reconciliation services and reports on costs incurred pre -positioning resources necessary to deal with the emergency for potential federal and state reimbursement claims.
Search & Rescue: Provides auditing and reconciliation services and reports on costs incurred providing search and rescue operations related to the emergency for potential federal and state reimbursement claims.
Law Enforcement: Provides auditing and reconciliation services and reports on costs incurred providing law enforcement services related to the emergency for potential federal and state reimbursement claims.
Long -Term Recovery: Provides auditing and reconciliation services and reports on costs incurred in long- term recovery programs related to the emergency to assure appropriate use of funds.
Volunteers & Donation Management: Provides auditing and reconciliation services and reports on costs incurred, value and disposition of donations received and dispersed and time contributed by volunteers in responding to and recovering from the emergency.
14. 1. 3 Budgeting
Long -Term Recovery: Provides budgeting services for allocation of long- term recovery programs.
14.1.4 City Clerk
Management: Develops and provides for safekeeping of documents ( e. g. Declarations of Local Emergency, Ordinances, Resolutions and Executive Orders) related to the disaster.
14. 1. 5 Collection
Management: Provides collection tracking, reporting and invoicing services related to recovery of costs incurred in the management of the emergency.
Law Enforcement: Provides collection tracking, reporting and invoicing services related to recovery of costs incurred providing Law Enforcement operations for the emergency.
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Long -Term Recovery: Provides collection tracking, reporting and invoicing services related to recovery of costs incurred in the various Long -Term Recovery programs related to the emergency.
Volunteers & Donation Management: Provides collection tracking, reporting and invoicing services related to Volunteers and Donation Management during the emergency.
14.1. 6 Fee Analysis
Long -Term Recovery: Develops and analyzes potential fees and costs for the various Long -Term Recovery programs related to the emergency.
14. 1. 7 Information Technology
Communications: Responsible for establishing and maintaining emergency and non - emergency communications systems and telecommunication capabilities during and after the emergency. Develops and assures continuity of communication and telecommunication services at the Emergency Operations Center. Provides maintenance, planning and repair services for city -owned and operated communications systems.
Responsible for establishing and enforcing information technology ( IT) strategic plans, policies and standards for telecommunications and communications systems.
Management: Assists in providing information technology services to the management functions for the emergency.
Care & Shelter: Assists in developing communications and telecommunications plans for care and shelter facilities, mobilization centers and other disaster support areas.
Resources: Assists fire and police departments with use of Geographic Information Services ( GIS) systems for pre -positioning of resources.
Utilities: Assists utility companies in re- establishing services following a disaster by providing GIS and other technological information, as needed.
14. 1. 8 Purchasing
The Purchasing function develops expedited emergency purchasing and acquisition procedures and assists lead agencies in acquiring personnel, materials and supplies necessary in preparing for, responding to and recovering from, the disaster.
Transportation: Develops expedited emergency purchasing and acquisition procedures to acquire personnel, materials and supplies necessary in maintaining and repairing the transportation system.
Communications: Develops expedited emergency purchasing and acquisition procedures to acquire personnel, materials and supplies necessaryto maintain and repair communications and telecommunications systems.
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Management: Develops expedited emergency purchasing and acquisition procedures to acquire personnel, materials and supplies necessary for management of the emergency.
Care & Shelter: Assists in developing agreements for care and shelter facilities and develops expedited emergency purchasing and acquisition procedures for personnel, materials and supplies necessary for the operation of care and shelter facilities.
Resources: Develops expedited emergency purchasing and acquisition procedures and assists lead agencies in acquiring personnel, materials and supplies necessary to support the pre -positioning of resources preparing to respond to the disaster.
Volunteer & Donation Management: Assists in developing procedures to track acquisition and disposition of donations. Develops expedited emergency purchasing and acquisition procedures to acquire materials and supplies necessary to support volunteers providing services during and after the disaster.
14.1.9 Risk Management
Transportation: Coordinates with the city' s risk management firm in development of plans to restore transportation systems, including minimizing future risk of liability.
Construction & Engineering: Coordinates with the city' s risk management firm in development of plans to restore infrastructure systems, including minimizing future risk of liability.
Management: Coordinates with the city's risk management firm in minimizing risk of liability while responding to the disaster. Assists in development of plans to reduce or mitigate risks from future disasters.
Care & Shelter: Coordinates with the city's risk management firm in development of plans to minimize risk of liability at care and shelter centers.
14.2 Public Works
The Public Works Department consists of 8 functions. During an emergency, the department can call upon its personnel and resources to address issues related to transportation, communications, construction & engineering, management, care & shelter, resources, public health & medical, hazardous materials, utilities, law enforcement, long- term recovery, and volunteers & donation management. Below are the department' s primary or support roles in this plan:
Emergency Functions: The Public Works Department serves as the lead agency for coordinating emergency activities related to Transportation, Care & Shelter, Utilities, and Volunteers & Donation Management operations. It shares responsibility as a co -lead agency for Construction & Engineering with the Community Development Department.
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The department may assign primary and support roles to those functions within the department that have the authorities, capabilities, and resources necessary to meet emergency needs.
14.2. 1 Engineering
Transportation: Provides assessments of transportation infrastructure. Cooperates with federal, state, and other agencies in assessing damage to the transportation system.
Provides transportation policies and guidance as needed. Coordinates plans, procedures and preparations for route recovery and traffic regulation. Develops routing and directions for movement of victims out of an impacted area and the ingress of necessary personnel into the area, as well as for delivery of necessary personnel, materials and supplies to medical facilities, care, and shelter centers, etc. Prepares roadway information and displays and assists with signage, location selection and staffing for roadblocks.
Construction & Engineering: Works with the Community Development Department contacting construction material manufacturers, wholesalers and contractors having construction and related equipment for use in emergency operations. Provides engineering expertise, access to utilities within structures and facilities in city rights of way and other technical assistance and services.
Management: Provides recommendations, input, and support to the overall management of the emergency, as needed.
Utilities: Coordinates with private utility providers to identify utilities in city rights of way and to provide other technical assistance as needed.
Long -Term Recovery: Develops recommendations, prepares applications for federal and state financial assistance and, together with the Community Development Department, coordinates repair and reconstruction of the transportation system following the disaster.
Evacuation: Provides routing and directions for safe movement of victims out of the impacted area and assists with establishment of signage and site selection for roadblocks.
14.2. 2 Facilities
Communications: Assists in facility layout planning and installation of emergency and non -emergency communications and telecommunications systems.
Construction & Engineering: Assists, as appropriate, in conducting damage assessment evaluations and making necessary repairs to city -owned facilities.
Management: Provides input and recommendations related to use of city -owned facilities for disaster management to the overall emergency management organization.
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Care & Shelter: Provides recommendations for site locations and assists in planning layout and establishing care and shelter centers.
Resources: Assists by providing input and recommendations for locating incoming resources in appropriate city -owned facilities and establishing resource mobilization centers.
Public Health & Medical: Assists by providing input and recommendations for locating facilities to address public health and medical incidents, including locations for largescale distribution of medications and/ or vaccinations to the public.
Law Enforcement: Assists by providing recommendations for potential use of city - owned facilities for staging areas during large- scale evacuation and law enforcement operations.
Long -Term Recovery: Assists by providing recommendations for potential use and layout of city -owned facilities for use as Long -Term Recovery and/ or Local Assistance Centers ( LACs).
Volunteers & Donation Management: Assists by providing recommendations for site selection of sites used for receipt, storage and distribution of donated materials and supplies.
14.2. 3 Maintenance Services
Transportation: Assists by providing maintenance and repairs to city -owned and operated facilities used for staging personnel, apparatus, equipment, materials and supplies to assess, maintain, repair, and restore the transportation system.
Communications: Assists by providing maintenance and repairs to city -owned and operated facilities used for staging personnel, apparatus, equipment, materials and supplies to assess, maintain, repair, and restore the communications and telecommunications systems.
Construction & Engineering: Assists by providing maintenance and repairs to city - owned and operated facilities used for staging personnel, apparatus, equipment, materials and supplies to assess, maintain, repair, and restore the transportation system.
Management: Assists by providing maintenance and repairs to city -owned and operated facilities used for staging personnel, apparatus, equipment, materials and supplies to support the overall management of the emergency incident.
Care & Shelter: Assists by providing maintenance and repairs to city -owned and operated facilities used for staging personnel, apparatus, equipment, materials and supplies to assess and maintain the care and shelter facilities.
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Public Health & Medical: Assists by providing maintenance and repairs to city -owned and operated facilities used for staging personnel, apparatus, equipment, materials and supplies for Public Health & Medical operations and for distributing supplies and materials to the public.
Hazardous Materials: Assists by providing maintenance and repairs to city -owned and operated facilities used for staging personnel, apparatus, equipment, materials and supplies for hazardous materials emergencies.
Law Enforcement: Assists by providing maintenance and repairs to city -owned and operated facilities used for staging personnel, apparatus, vehicles, equipment, materials and supplies for law enforcement operations.
Long -Term Recovery: Assists by providing maintenance and repairs to city -owned and operated facilities used for staging personnel, apparatus, equipment, materials and supplies to assess, repair, restore and recover from the disaster.
14.2.4 Parks
Care & Shelter: Provides city -owned park facilities, maintenance and repairs while used as Care & Shelter facilities.
Resources: Provides city -owned park facilities, maintenance and repairs while used as staging areas for pre -positioned resources for mitigation of potential and actual emergencies.
14.2. 5 Public Services
Management: Provides personnel, as needed, to assist with overall emergency management of the disaster.
Care & Shelter: Provides personnel, as needed, to assist with establishment and operation of care and shelter facilities.
Long -Term Recovery: Provides personnel, as needed, to assist with long- term recovery operations.
14.2. 6 Volunteer Services
Management: Assists by providing volunteer personnel to assist with the wide array of functions involved in the overall emergency management of the disaster.
Care & Shelter: Assists by providing volunteer personnel to assist with operation of Care Shelter facilities.
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Resources: Assists by providing volunteer personnel to assist with the operation of mobilization centers and staging areas established to support pre -positioned resources for mitigation of potential and actual emergencies.
Public Health & Medical: Assists by providing volunteer personnel to assist the Administrative Services and San Bernardino County Public Health Departments and with operation of Public Health & Medical facilities.
Law Enforcement: Assists by providing volunteer personnel to assist with operation of facilities related to long-term law enforcement operations.
Long -Term Recovery: Assists by providing volunteer personnel to assist with the operation of Long -Term Recovery facilities.
Volunteers & Donation Management: Develops policies and procedures for registration, use and management of and coordinates volunteer activities for all emergency management disciplines, including necessary training, equipment and transportation.
14.3 Public Safety
The Public Safety Department consists of 11 functions. During an emergency, the department can call upon its personnel and resources to address issues related to transportation, communications, fire & rescue, management, care & shelter, resources, search & rescue operations, hazardous materials, law enforcement, long- term recovery, evacuation and volunteers & donation management. Below are the department' s primary or support roles in this plan:
Emergency Functions: The Public Safety Department serves as the lead agency for coordinating emergency activities related to Fire & Rescue, Resources, Search & Rescue Operations and Evacuation operations. It shares responsibility as the city' s lead agency for coordination with the San Bernardino County Fire Department' s Hazardous Materials incidents.
The department may assign primary and support roles to those functions within the department that have the authorities, capabilities, and resources necessary to meet emergency needs.
14.3. 1 Police - Administration
Communications: Assists, as necessary, in maintaining and re- establishing communications and telecommunications capabilities.
Management: Develops, plans, and implements all law enforcement related functions as part ofthe overall emergency management team.
Care & Shelter: Assists by developing security plans for care and shelter facilities.
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Resources: Develops and implements pre -positioning of law enforcement resources to meet the anticipated needs of impending or actual emergencies.
Search & Rescue: Coordinates activities to search for, locate and rescue missing or lost persons, missing and downed aircraft, high angle rock rope rescue and investigations of missing person incidents that may involve criminal acts.
Hazardous Materials: Develops site security plans, as needed, for hazardous materials incidents.
Law Enforcement: Develops, plans, implements, and directs all law enforcement activities related to the emergency response and recovery.
Long -Term Recovery: Develops site security plans, as needed, for Long -Term Recovery and Local Assistance Center ( LAC) facilities.
Evacuation: Develops evacuation plans, establishes evacuation travel routes and provides security for evacuated areas.
Volunteers & Donation Management: Develops site security plans for facilities receiving, storing, and distributing donated materials and supplies.
14.3. 2 Police - Criminal Investigation
Management: Assists, as necessary, the overall emergency management organization by providing relevant information related to criminal investigations.
Search & Rescue - Police: Provides criminal investigation services on all missing persons matters which may involve criminal acts.
Law Enforcement: Assists, as necessary, with all law enforcement matters.
14.3. 3 Police - Narcotics/ Vice
Law Enforcement: Assists, as necessary, with all law enforcement matters.
14.3.4 Police - Patrol j
Transportation: Assists in the management of transportation routes by providing traffic control services.
Fire & Rescue: Assists with fire suppression services by providing scene security and traffic control services.
Management: Assists, as necessary, the overall emergency management organization by providing site security, intelligence, and other relevant information.
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Care & Shelter: Assists, as necessary, by providing law enforcement, patrol and site security services at care and shelter facilities.
Resources: Assists, as necessary, by providing site security and, when necessary ( e. g. during civil disturbances), escort services for other pre -positioned resources accessing the emergency.
Search & Rescue - Fire: Assists, as necessary, by providing overall scene security.
Search & Rescue - Police: Assists, as necessary, by providing scene security.
Hazardous Materials: Assists, as necessary, by providing overall scene security.
Law Enforcement: Assists, as necessary, in all law enforcement operations.
Evacuation: Notifies residents of evacuation orders, establishes evacuation routes, provides evacuation traffic control services, works with other emergency responders to establish and secure ingress routes and provides security for evacuated properties.
14.3. 5 Police - Support Services
Management: Assists, as necessary, the overall emergency management organization.
Search & Rescue - Police: Assists, as necessary, with appropriate search & rescue operations.
Law Enforcement: Assists, as necessary, with appropriate law enforcement operations.
14.3.6 Police - Volunteer Services
Transportation: Assists, as necessary, with appropriate law enforcement operations related to transportation.
Fire & Rescue: Assists, as necessary, with appropriate law enforcement operations related to fire & rescue operations.
Management: Assists, as necessary, with appropriate law enforcement operations related to overall emergency management operations.
Care & Shelter: Assists, as necessary, with appropriate law enforcement operations related to care & shelter facilities and operations.
Resources: Assists, as necessary, with appropriate law enforcement operations related to pre -positioning of emergency response resources.
Search & Rescue - Fire: Assists, as necessary, with appropriate law enforcement operations related to search & rescue operations.
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Search & Rescue - Police: Assists, as necessary, with appropriate law enforcement operations related to search & rescue operations.
Hazardous Materials: Assists, as necessary, with appropriate law enforcement operations related to hazardous materials operations.
Law Enforcement: Assists, as necessary, with appropriate law enforcement operations.
Evacuation: Assists, as necessary, with appropriate law enforcement operations related to evacuations.
Volunteers & Donation Management: Assists, as necessary, with appropriate law enforcement operations related to volunteers & donation management operations.
14.3.7 Fire - Administration
Communications: Assists, as necessary, in maintaining and re- establishing communications and telecommunications capabilities.
Fire & Rescue: Develops, plans, and implements all fire suppression operations.
Management: Develops, plans, and implements all fire suppression related functions as part of the overall emergency management team.
Resources: Develops and implements pre -positioning of fire suppression resources to meet the anticipated needs ofimpending or actual emergencies.
Search & Rescue - Fire: Develops, plans, and implements searches for victims within structure collapse, construction cave- ins, trench, confined space, high angle structure rope and water rescues.
Search & Rescue - Police: Assists, as necessary, with appropriate law enforcement search & rescue functions.
Hazardous Materials: Coordinates with and assists the San Bernardino County Fire Department, as necessary, in developing plans for mitigation of hazardous materials operations.
Law Enforcement: Assists, as necessary, with appropriate law enforcement operations.
Long -Term Recovery: Assists, as necessary, with appropriate long-term recovery operations.
14.3. 8 Fire - Suppression
Fire & Rescue: Provides urban, rural and wildland fire suppression operations.
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Search & Rescue - Fire: Provides search and rescue functions for victims within structure collapse, construction cave- ins, trench, confined space, high angle structure rope and water searches & rescues.
14.3.9 Fire - Paramedic
Fire & Rescue: Assists providing urban, rural and wildland fire suppression operations.
Search & Rescue - Fire: Assists providing search and rescue functions, including providing emergency medical treatment, for victims within structure collapse, construction cave- ins, trench, confined space, high angle structure rope and water searches & rescues.
14.3. 10 Fire - Volunteer Services
Fire & Rescue: Provides urban, rural and wildland fire suppression operations.
Management: Assists, as necessary, with appropriate operations related to overall emergency management.
Resources: Assists, as necessary, with appropriate operations related to pre -positioning of resources to meet anticipated needs for impending or actual emergencies.
Search & Rescue - Fire: Assists, as necessary, with appropriate operations related to searches for and rescue of victims of structure collapse, construction cave- ins, trench, confined space, high angle structure rope and water search & rescue operations.
14.4 Community Development
The Community Development Department consists of five functions. During an emergency, the department can call upon its personnel and resources to address issues related to transportation, construction & engineering, fire & rescue, management, care & shelter, hazardous materials, food & agriculture, utilities, long-term recovery, and volunteers & donation management. Below are the department' s primary or support roles in this plan:
Emergency Functions: The Community Development Department serves as the co -lead agency for Construction & Engineering with the Public Works Department.
The department may assign primary and support roles to those functions within the department that have the authorities, capabilities, and resources necessary to meet emergency needs.
14.4.1 Building & Safety
Construction & Engineering: Provides assessments of public and private -owned structures. Develops procedures, reviews plans and inspects re -construction or repairs to damaged buildings. Posts uninhabitable or unsafe buildings to prevent entry. Works City ofHighland Emergency Operations Plan 126
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with the Public Works Department contacting construction material manufacturers, wholesalers and contractors having construction and related equipment for use in emergency operations. Provides building & safety expertise and other technical assistance and services.
Fire & Rescue: Assists by providing safety and compliance inspections for public and private buildings damaged by fires.
Management: Provides recommendations, input and support to the overall management of the emergency, as needed.
Care & Shelter: Assists with selection of site locations for care & shelter facilities by conducting inspections and ensuring they are safe to occupy.
Long -Term Recovery: Develops expedited processes to permit rapid re -construction and repair of damaged structures.
14.4.2 Code Enforcement
Fire & Rescue: Assists the Building & Safety function, as necessary, inspecting structures damaged by fires.
14.4.3 Economic Development
Construction & Engineering: Develops an expedited economic development plan for the re- establishment of businesses damaged during the emergency.
Management: Assists, as necessary, the overall emergency management organization.
Food & Agriculture: Develops and implements plans, in cooperation with federal and state agencies, to expedite recovery of food & agriculture businesses.
Utilities: Develops plans, in cooperation with private utility companies, for rapid restoration of all utility services within the community.
Long -Term Recovery: Develops an expedited, unified strategic plan for economic development assistance available to businesses damaged during the emergency.
14.4.4 Planning
Construction & Engineering: Assists, as necessary, in developing expedited plan check review processes to speed re -construction and repair of damaged structures.
Management: Assists, as necessary, the overall emergency management organization.
Utilities: Assists private utility companies in assuring rapid restoration of all utility services within the community.
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Long -Term Recovery: Develops an expedited review process for processing planning applications for reconstruction of buildings damaged in the emergency.
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15. Plan Administration
This Emergency Operations Plan is developed under the authority of the City Council of the City of Highland. The Disaster Services Officer will review and develop revised drafts of the plan in coordination with relevant stakeholders and is charged with keeping the plan up to date. This plan has been reviewed by the Highland Emergency Council, which recommends approval of the plan to the City Council.
15. 2 Administrative Practices
Adherence to standard administrative and financial procedures is critical to ensure resources and funding to support response and recovery activities are accurately tracked and accounted for. Standard administrative and financial practices also support proper cost accounting in order to obtain potential reimbursement provided through disaster assistance programs.
Emergency responders must develop and integrate administrative and financial procedures into their Standard Operating Procedures ( SOP). It is essential that all financial management officials follow the administrative practices required by federal and state laws, city ordinances and policies, and the SEMS Guidelines.
15. 3 Standard Operating Procedures ( SOP)
This Emergency Operations Plan is intended to be used in conjunction with state, regional and operational area plans and associated standard operating procedures ( SOPs). Where supporting city plans are inconsistent with the general principles described in this plan, this plan will supersede the supporting plans.
SOPs provide the purpose, authorities, duration, and details for the preferred method or performing a single function or a number of interrelated functions in a uniform manner. SOPS must also facilitate the need to carry out actions under conditions that may not have been anticipated when the SOP was developed. For example, it may be necessary to consider alternative procedures that solve a problem in order to perform in a more time- or cost- efficient way. It is clear, therefore, that some procedures may need to be suspended, relaxed or made operational under threat of disaster. However, such action should be carefully considered, and the potential consequences should be realistically analyzed.
It is the responsibility of each function to develop and maintain Standard Operating Procedures.
15. 4 Vital Records Retention
Maintenance of administrative records continues through all phases of an emergency. In preparation for an emergency, training and appropriate forms are provided, including procedures for all units ofthe potential response organization. During a response, entities ensure that adequate documentation is collected through the Documentation Unit at the Incident City ofHighland Emergency Operations Plan 129
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Command Post and EOC, for activities of personnel, use of equipment and expenditures for the emergency. Finally, after the response has been terminated, records should be protected and maintained for audit purposes. The Cost Unit is responsible for cost recovery records and assisting in collecting any missing information. Problem areas are identified, corrective measures taken and personnel retrained in the proper, updated procedures.
15. 5 After Action Reports & Corrective Actions
SEMS regulations require completion and submission of an After -Action Report (AAR) to CalOES within ninety ( 90) days of the close of the emergency period. Upon completion of the AAR, corrective actions will be identified to make recommendations for correcting problems noted in the response/ recovery effort, or during exercises and training. Depending on the level of the AAR, corrective action may encompass anything from detailed recommendations for improving individual plans and procedures to broader system -wide improvements. Priority corrective actions will be assigned to relevant departments and tracked by the Disaster Services Officer to ensure the identified problem has been addressed. A sample After Action/ Corrective Action Report Form is included in Attachment G.
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16. Attachments
Below is a list of attachments referenced in this plan:
Attachment A - Authorities and References
Attachment B - Acronyms and Abbreviations
Attachment C - Glossary
Attachment D - California Warning System
Attachment E - Emergency Operations Plan Crosswalk
Attachment F - Distribution List
Attachment G - Sample After Action/ Corrective Action Report Attachment H - SEMS EOC Position Checklists
Attachment I - Contact List
Attachment J - End Notes
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16. 1 Attachment A - Authorities & References
City of Highland, California - Municipal Code ( Title 2, Chapter 2. 44 " Emergency Services") California Emergency Services Act
California Disaster Assistance Act
California Code of Regulations, Title 19
California Disaster and Civil Defense Master Mutual Aid Agreement Standardized Emergency Management System Guidelines
Standardized Emergency Management System Approved Course of Instruction Governor' s Executive Order W- 9- 91
Administrative Orders ( prepared under the authority of Governor' s Executive Order W- 9- 91) State of Emergency Orders and Regulations ( regulations made in advance of a State of War Emergency - Standby Orders)
Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended California -Federal Emergency Operations Center Guidelines: Integrating Federal Disaster Response Assistance with California' s Standardized Emergency Management System National Incident Management System
National Response Framework
Title 44, Code of Federal Regulations
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16. 2 Attachment B - Acronyms & Abbreviations
Acronyms and Abbreviations
AA Administering Agency
AAR After Action Report
AO Administrative Order
AP Action Plan
CalOES California Office of Emergency Services
CAL FIRE California Department of Forestry and Fire Protection California ISO California Independent Systems Operator
Caltrans California Department of Transportation
CALWAS California Warning System
CDAA California Disaster Assistance Act
CEC California Emergency Council
CHP California Highway Patrol
CISN California Integrated Seismic Network
CLERS California Law Enforcement Radio System
CLETS California Law Enforcement Telecommunications System COG Continuity of Government
CONOPS Concept of Operations
CSWC California State Warning Center
CUPA Certified Unified Program Agencies
DHCS California Department of Health Care Services
DOC Department Operations Center
DRC Disaster Recovery Center
EAS Emergency Alert System
EDIS Emergency Digital Information Service
EF Emergency Function
EMAC Emergency Management Assistance Compact
EMMA Emergency Managers Mutual Aid Plan
EOC Emergency Operations Center
EOP Emergency Operations Plan
ERD Emergency Resource Directory
ESA California Emergency Services Act
ESF Emergency Support Function
EVWD East Valley Water District
FEMA Federal Emergency Management Agency
FOOT Field On -Site Observation Team
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Acronyms and Abbreviations
GIS Geographic Information System
HMC City of Highland, California — Municipal Code
IA Individual Assistance
IAP Incident Action Plan
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IDE Initial Damage Estimate
IHP Individuals and Households Program
IMAT Incident Management Assistance Team
JFO Joint Field Office
JIC Joint Information Center
AS Joint Information System
LAC Local Assistance Center
M Magnitude
MAC Multiagency Coordination
MAC Group Multiagency Coordination Group
MACS Multiagency Coordination System
MMAA
California Disaster and Civil Defense Master Mutual Aid Agreement
MOA Memorandum of Agreement
MOU Memorandum of Understanding
NAWAS National Warning System
NEIC National Earthquake Information Center
NEPA National Environmental Policy Act
NFIP National Flood Insurance Program
NGO Non -Governmental Organization
NIMS National Incident Management System
NRF National Response Framework
NWS National Weather Service
CA Operational Area
OASIS Operational Area Satellite Information System
PA Public Assistance
PDA Preliminary Damage Assessment
PIO Public Information Officer
REOC Regional Emergency Operations Center
RIMS Response Information Management System
RRCC Regional Response Coordination Center
RUSD Redlands Unified School District
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Acronyms and Abbreviations
SBCUSD San Bernardino City Unified School District
SEMS Standardized Emergency Management System
SOC State Operation Center
SOP Standard Operating Procedure
UC Unified Command
UCG Unified Coordination Group
UOP Unified Ordering Point
USACE United States Army Corps of Engineers
USDA United States Department of Agriculture
USDOD United States Department of Defense
USDOT United States Department of Transportation
USEPA United States Environmental Protection Agency
USFHWA United States Federal Highway Administration
USGS United States Geological Survey
USHUD United States Dept. of Housing and Urban Development USNRCS United States Natural Resources Conservation Service USSBA United States Small Business Administration
VOAD Voluntary Organizations Active in Disasters
WUI Wildland- Urban Interface
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16.3 Attachment C - Glossary of Terms
Action Plan ( AP): See EOC Action Plan and Incident Action Plan.
Activation: 1) Initial activation of an EOC may be accomplished by a designated official of the emergency response agency that implements SEMS as appropriate to accomplish the agency' s role in response to the emergency. 2) An event in the sequence of events normally experienced during most emergencies.
After Action Report ( AAR): A report that examines response actions, application of SEMS, modifications to plans and procedures, training needs and recovery activities. After action reports are required under SEMS after any emergency that requires a declaration of an emergency. Reports must be submitted within 90 days to CalOES.
Agency: A division ofgovernment with a specific function offering a particular kind of assistance.
In the Incident Command System ( ICS), agencies are defined either as jurisdictional ( having statutory responsibility for incident management) or as assisting or cooperating ( providing resources or other assistance). Governmental organizations are most often in charge of an incident, though in certain circumstances private sector organizations may be included.
Additionally, Non -Governmental Organizations ( NGOs) may be included to provide support.
All -Hazards: Any incident, natural or manmade, that warrants action to protect life, property, environment, public health or safety and minimize disruptions of government, social or economic activities.
California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA): An agreement entered into by and between the State of California, its various departments and agencies and the various political subdivisions, municipal corporations, and public agencies of the state to assist each other by providing resources during an emergency. Mutual Aid occurs when two or more parties agree to furnish resources and facilities and to render services to each other in response to any type of disaster or emergency.
California Emergency Functions ( CA- EF): The California Emergency Functions are a grouping of state agencies, departments, and other stakeholders with similar functional activities/ responsibilities whose responsibilities lend to improving the state' s ability to collaboratively prepare for, effectively mitigate, cohesively respond to, and rapidly recover from any emergency. California Emergency Functions unify a broad spectrum of stakeholders with various capabilities, resources and authorities to improve collaboration and coordination for a particular discipline. They also provide a framework for the state government to support regional and community stakeholder collaboration and coordination at all levels of government and across overlapping jurisdictional boundaries.
California Emergency Services Act ( ESA): An Act within the California Government Code to ensure that preparations within the state will be adequate to deal with natural, manmade or war - caused emergencies which result in conditions of disaster or in extreme peril to life, property and natural resources of the state and generally to protect the health and safety and preserve the lives and property ofthe people ofthe state.
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Catastrophe: Any natural or manmade incident, including terrorism that results in extraordinary levels of mass casualties, damage or disruption severely affecting the population, infrastructure, environment, economy, national morale and/ or government functions.
Command: The act of directing, ordering or controlling by virtue of explicit statutory, regulatory or delegated authority.
Command/ Management: Command is responsible for the directing, ordering and/ or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the SEMS EOC levels.
Command Post: See Incident Command Post.
Command Staff. The Command Staff at the SEMS Field Level consists of the Information Officer, Safety Officer, and Liaison Officer. They report directly to the Incident Commander. They may have an assistant or assistants, as needed. These officers are also found at the EOC levels in SEMS, and they report directly to the EOC Director and comprise the Management Staff.
Common Terminology: Normally used words and phrases; avoids the use of different words/ phrases for same concepts; consistency, to allow diverse incident management and support organizations to work together across a wide variety of incident management functions and hazard scenarios.
Communications: Process of transmission of information through verbal, written or symbolic means.
Continuity of Government ( COG): Activities that address the continuance of constitutional governance. COG planning aims to preserve and/ or reconstitute the institution of government and ensure that a department or agency' s constitutional, legislative, and/ or administrative responsibilities are maintained. This is accomplished through succession of leadership, the pre - delegation of emergency authority and active command and control during response and recovery operations.
Continuity of Operations ( COOP): Planning should be instituted ( including all levels of government) across the private sector and non -governmental organizations as appropriate, to ensure the continued performance of core capabilities and/ or critical government operations during any potential incident.
Coordination: The process of systematically analyzing a situation, developing relevant information, and informing appropriate command authority of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process ( which can be either intra- or inter -agency) does not involve dispatch actions. However, personnel responsible for coordination may perform command or dispatch functions within the limits established by specific agency delegations, procedures, legal authority, etc. Multiagency or Interagency coordination is found at all SEMS levels.
Coordination Center: Term used to describe any facility that is used for the coordination of agency or jurisdictional resources in support of one or more incidents.
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Corrective Actions: Implementing procedures that are based on lessons learned from actual incidents or from training and exercises.
Cost Unit: Functional unit within the Finance/ Administration Section responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost -saving measures.
Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters.
Cyber Threat: An act or threat that poses potentially devastating disruptions to critical infrastructure, including essential communications such as voice, email and internet connectivity.
Cyber Security: The protection of data and systems in networks that are connected to the internet, including measures to protect critical infrastructure services. These services may include essential communications such as voice, email and internet connectivity.
Demobilization: The orderly, safe and efficient return of an incident resource to its original location and status.
Department Operations Center ( DOC): An Emergency Operations Center ( EOC), specific to a single department or agency. Their focus is on internal agency incident management and response. They are often linked to and, in most cases, are physically represented in a combined agency EOC by authorized agents for the department or agency.
Disaster: A sudden calamitous emergency event bringing great damage, loss or destruction.
Division: The partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Section Chief. A division is located within the ICS organization and divisions may be organized into Branches, which then report to the Operations Section.
Documentation Unit: Functional unit within the Planning/ Intelligence Section responsible for collecting, distributing, recording and safeguarding all documents relevant to an incident or within an EOC.
Emergency: Any incident( s), whether natural or manmade, that require responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the President, federal assistance is needed to supplement state and local efforts and capabilities to save lives and to protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States.
Emergency Management Assistance Compact ( EMAC): A congressionally ratified organization that provides form and structure to interstate mutual aid. Through EMAC, a disaster -affected City ofHighland Emergency Operations Plan 138
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state can request and receive assistance from other member states quickly and efficiently, resolving two key issues up front: liability and reimbursement.
Emergency Management Community: The stakeholders in emergency response including the residents; private sector; federal, tribal, state, and local governments.
Emergency Operations Center ( EOC): The physical location at which the coordination of information and resources to support incident management ( on -scene operations) activities normally takes place. An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction.
EOC may be organized by major functional disciplines ( e. g., fire, law enforcement, or medical services), by jurisdiction ( e. g., federal, tribal, state, county, or city), or some combination thereof.
Emergency Operations Plan ( EOP): The ongoing plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards.
Emergency Resource Directory ( ERD): A directory containing information on agency or organization personnel and their emergency certifications and qualifications, vendor and support organization supplies, equipment, etc., that may be needed during an emergency.
Supplies and equipment may include such items as potable water tenders, portable toilets, heavy equipment, prepared meals, bulk foodstuffs, cots, rental office trailers, etc. To the extent possible and when appropriate, equipment should be organized by capability according to a common and accepted typing schematic. Emergency resource directories should only include those items likely to be needed by the preparing agency or organization in the performance of their duties and should not attempt to include everything that may be needed in any emergency.
Emergency Response Agency: Any organization responding to an emergency, or providing mutual aid support to such an organization, whether in the field, at the scene of an incident, or to an operations center.
Emergency Response Personnel: Personnel affiliated with or sponsored by emergency response agencies.
EOC Action Plan: The plan developed at SEMS EOC levels, which contains objectives, actions to be taken, assignments and supporting information for the next operational period.
Essential Facilities: Police, fire, emergency operations centers, schools, medical facilities and other resources that have a role in an effective and coordinated emergency response.
Evacuation: Organized, phased and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas and their reception and care in safe areas.
Federal: Of or pertaining to the federal government of the United States of America.
Finance/ Administration Section: The section responsible for all administrative and financial considerations surrounding an incident or EOC activation.
Function: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics and Finance/ Administration. These same five functions are also found at all SEMS EOC City of Highland Emergency Operations Plan 139
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Levels. At the EOC, the term Management replaces Command. The term function is also used when describing the activity involved ( e. g., the planning function). A sixth function, Intelligence/ Investigation, may be established, if required to meet emergency management needs.
Group: Established to divide the incident management structure into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic area ( e. g., a division). Groups, when utilized, are typically located in the Operations Section.
Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.
Incident: An occurrence or event, natural or manmade, that requires a response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, tsunamis, war - related disasters, public health and medical emergencies and other occurrences requiring an emergency response.
Incident Action Plan (IAP): An oral or written plan containing general objectives reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods. At the SEMS EOC level it is called the EOC Action Plan.
Incident Base: The location at which primary Logistics functions for an incident are coordinated and administered. There is only one base per incident, and it is typically identified using the incident name) Base". The Incident Command Post may be collocated with the base.
Incident Command: One or more individuals responsible for overall management of the incident and consists of the Incident Commander ( either individual or unified command) and any supporting staff.
Incident Commander ( IC): The individual or individuals responsible for all incident activities, including development of strategies and tactics and the ordering and release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.
Incident Command Post (ICP): The field location where the primary functions are performed.
The ICP may be collocated with the incident base or other incident facilities.
Incident Command System ( ICS): A standardized on -scene emergency management specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all types of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and City of Highland Emergency Operations Plan 140
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functional agencies, both public and private, to organize field -level incident management operations.
Information: Pieces of raw, unanalyzed data that identifies persons, evidence, events or illustrates processes that specify the occurrence of an event. May be objective or subjective and is intended for both internal analysis and external ( news media) application. Information is the currency" that produces intelligence.
Intelligence: Product of an analytical process that evaluates information collected from diverse sources, integrates the relevant information into a cohesive package and produces a conclusion or estimate. Information must be real, accurate and verified before it becomes intelligence for planning purposes. Intelligence relates to the specific details involving the activities of an incident or EOC and current and expected conditions and how they affect the actions taken to achieve operational period objectives. Intelligence is an aspect of information. Intelligence is primarily intended for internal use and not for public dissemination.
Intelligence/ Investigations: Intelligence gathered within the Intelligence/ Investigations function is information that either leads to the detection, prevention, apprehension and prosecution of criminal activities ( or the individual( s) involved) including terrorist incidents or information that leads to determination ofthe cause of a given incident (regardless ofthe source) such as public health events or fires with unknown origins. This is different from the normal operational and situational intelligence gathered and reported by the Planning Section.
Interoperability: Allows emergency management/ response personnel and their affiliated organizations to communicate within and across agencies and jurisdictions via voice, data, or video -on -demand, in real-time, when needed and when authorized.
Joint Information Center ( JIC): A facility established to coordinate all incident -related public information activities. It is the central point of contact for all news media. Public information officials from all participating agencies should collocate at the JIC.
Joint Information System ( JIS): Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, accurate, accessible, timely and complete information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages, developing, recommending, and executing public information plans and strategies on behalf of the IC, advising the IC concerning public affairs issues that could affect a response effort, and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort.
Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical ( e. g., federal, tribal, state and local boundary lines) or functional ( e.g., law enforcement, public health).
Key Resources: Any publicly or privately controlled resources essential to the minimal operations of the economy and government.
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Liaison: A form of communication for establishing and maintaining mutual understanding and cooperation.
Liaison Officer: A member of the Command Staff ( Management Staff at the SEMS EOC Levels) responsible for coordinating with representatives from cooperating and assisting agencies or organizations. At SEMS EOC Levels, reports directly to the EOC Director, and coordinates the initial entry of Agency Representatives into the Operations Center and also provides guidance and support for them as required.
Local Government: According to federal codexiv a county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of governments regardless of whether the council of governments is incorporated as a nonprofit corporation under state law), regional or interstate government entity, or agency or instrumentality of a local government, an Indian tribe or authorized tribal entity, or in Alaska Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity.
Logistics: Providing resources and other services to support incident management.
Logistics Section: The section responsible for providing facilities, services and material support for an incident or EOC activation.
Management Staff: See Command Staff.
Mitigation: Provides a critical foundation in the effort to reduce the loss of life and property from natural and/ or manufactured disasters by avoiding or lessening the impact of a disaster and providing value to the public by creating safer communities. Mitigation seeks to fix the cycle of disaster damage, reconstruction, and repeated damage. These activities or actions, in most cases, will have a long-term sustained effect.
Mobilization: The process and procedures used by all organizations for activating, assembling, and transporting all resources that have been requested to respond to or support an incident.
Mobilization Center: An off -emergency location where emergency services personnel and equipment may be temporarily located, pending assignment to emergencies, release or reassignment.
Multiagency or Inter -Agency Coordination: The participation of agencies and disciplines involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.
Multiagency Coordination Group ( MAC Group): Typically, administrators/ executives, or their appointed representatives, who are authorized to commit agency resources and funds, are brought together to form MAC Groups. MAC Groups may also be known as multiagency committees, emergency management committees, or as otherwise defined by the System. It can provide coordinated decision -making and resource allocation among cooperating agencies and may establish the priorities among incidents, harmonize agency policies and provide strategic guidance and direction to support incident management activities.
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Multiagency Coordination System( s) ( MACS): Multiagency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration and information coordination. The elements of multiagency coordination systems include facilities, equipment, personnel, procedures, and communications.
Two of the most commonly used elements are EOC and MAC Groups. These systems assist agencies and organizations responding to an incident.
Mutual Aid Coordinator: An individual at local government, Operational Area, Regional or State Level that is responsible to coordinate the process of requesting, obtaining, processing and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system.
Mutual Aid Region: A mutual aid region is a subdivision of CalOES established to assist in the coordination of mutual aid and other emergency operations within a geographical area of the state, consisting of two or more Operational Areas.
National: Of a nationwide character, including the federal, tribal, state and local aspects of governance and policy.
National Incident Management System ( NIMS): Provides a systematic, proactive approach guiding government agencies at all levels, the private sector, and non -governmental organizations to work seamlessly to prevent, protect, against, respond to, recover from and mitigate the effects of incidents, regardless of cause, size, location or complexity, in order to reduce the loss of life or property and harm to the environment.
National Response Framework ( NRF): A guide to how the nation conducts all -hazards incident management.
Non -Governmental Organization ( NGO): An entity with an association that is based on the interests of its members, individuals, or institutions. It is not created by a government, but it may work cooperatively with the government. Such organizations serve a public purpose, not a private benefit. Examples of NGOs include faith -based charity organizations and the American Red Cross.
Officer: 1) The ICS title for the personnel responsible for the Command Staff (Management Staff at EOC) positions of Safety, Liaison and Public Information. 2) One who holds an office or post, especially one elected or appointed to a position of authority or trust in a corporation, government, institution, etc.
Operational Area ( OA): An intermediate level of the state emergency organization, consisting of a county and all political subdivisions within the geographical boundaries of the county.
Operational Period: The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan. Operational periods can be of various lengths, although usually they last 12- 24 hours.
Operations Section: The section responsible for all tactical incident operations and implementation of the Incident Action Plan. In ICS, it normally includes subordinate branches, City ofHighland Emergency Operations Plan 143
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divisions and/ or groups. At the SEMS EOC levels the section is responsible for the coordination of operational activities. The Operations Section at an EOC contains branches, groups, or units necessary to maintain appropriate span of control.
Organization: Any association or group of persons with like objectives. Examples include, but are not limited to, governmental departments and agencies, private sector, and/ or nongovernmental organizations.
Planning Section: The section responsible for the collection, evaluation and dissemination of operational information related to the incident or EOC activities and for the preparation and documentation of the IAP or EOC action plan respectively. This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident of EOC activation.
Political Subdivisions: Includes any city, city and county, county, tax or assessment district, or other legally authorized local governmental entity with jurisdictional boundaries.
Preparedness: A continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action in an effort to ensure effective coordination during incident response. Within NIMS, preparedness focuses on the following elements: planning, procedures and protocols, training and exercises, personnel qualification and certification, and equipment certification.
Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring.
Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations, heightened inspections, improved surveillance and security operations, investigations to determine the full nature and source of the threat, public health and agricultural surveillance and testing processes, immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice.
Private Sector: Organizations and entities that are not part of any governmental structure. The private sector includes for -profit and not -for -profit organizations, formal and informal structures, commerce, and industry.
Protocols: Sets of established guidelines for actions ( which may be designated by individuals, teams, functions, or capabilities) under various specified conditions.
Public Information: Processes, procedures, and systems for communicating timely, accurate and accessible information on the incident' s cause, size and current situation; resources committed; and other matters of general interest to the public, responders and additional stakeholders ( both directly and indirectly affected).
Public Information Officer ( PIO): A member of the Command Staff ( Management Staff at the SEMS EOC Levels) responsible for interfacing with the public and media and/ or with other agencies with incident -related information requirements.
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Recovery: The development, coordination and execution of service- and site -restoration plans; the reconstitution of government operations and service; individual, private -sector, nongovernmental and public assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political environmental and economic restoration; evaluation of the incident to identify lessons learned; post incident reporting; and development of initiatives to mitigate the effects of future incidents.
Recovery Plan: A plan developed to restore the affected area or community.
Region Emergency Operations Center ( REOC): Facilities found at CalOES Administrative Regions. REOCs provide centralized coordination of resources among Operational Areas within their respective regions and between the Operational Areas and the State Level.
Reimbursement: Provides a mechanism to recoup funds expended for incident -specific activities.
Resource Management: Efficient emergency management and incident response requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident.
Resource management under NIMS includes mutual aid agreements and assistance agreements; the use of special federal, tribal, state and local teams; and resource mobilization protocols.
Resources: Personnel and major items of equipment, supplies and facilities available or potentially available for assignment to incident operations and for which status is maintained.
Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC.
Response: Activities that address the short- term, direct effects of an incident. Response includes immediate actions to save lives, protect property and meet basic human needs. Response also includes the execution of EOP and of mitigation activities designed to limit the loss of life, personal injury, property damage and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations, continuing investigations into nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity and apprehending actual perpetrators and bringing them to justice.
Response Personnel: Includes federal, territorial, tribal, state, sub -state regional and local governments, private sector organizations, critical infrastructure owners and operators, NGO and all other organizations and individuals who assume an emergency management role. Also known as an Emergency Responder.
Safety Officer: A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for monitoring incident operations and advising the IC on all matters relating to operational safety, including the health and safety of emergency responder personnel. The Safety Officer may have assistants.
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Section: 1) The organizational level having responsibility for a major functional area of incident of EOC Management ( e. g., Operations, Planning, Logistics, Finance/ Administration) and Intelligence/ Investigations ( if established). The section is organizationally situated between the branch and the Incident Command. 2) A separate part or division as a. A portion of a book, treatise, or writing. b. A subdivision of a chapter. c. A division of law.
Situation Report: Often contain confirmed or verified information regarding the specific details relating to the incident.
Span of Control: The number of resources for which a supervisor is responsible, usually expressed as the ratio of supervisors to individuals. ( Under NIMS, an appropriate span of control is between 1: 3 and 1: 7, with optimal being 1: 5).
Special District: A unit of local government ( other than a city, county, or city and county) with authority or responsibility to own, operate and maintain systems, programs, services, or projects as defined in California Code of Regulations ( CCR) Section 2900( s)) for purposes of natural disaster assistance. This may include a joint powers authority established under Section 6500 et. seq. of the Code.
Stafford Act: The Robert T. Stafford Disaster Relief and Emergency Assistance Act establishes the programs and processes for the federal government to provide disaster and emergency assistance to states, local governments, tribal nations, individuals, and qualified private nonprofit organizations. The provisions of the Stafford Act cover all -hazards including natural disasters and terrorist events. Relevant provisions of the Stafford Act include a process for Governors to request federal disaster and emergency assistance from the President. The President may declare a major disaster or emergency.
Staging Area: Established on an incident for the temporary location of available resources. A Staging Area can be any location on an incident in which personnel, supplies and equipment can be temporarily housed or parked while awaiting operational assignment.
Standard Operating Procedure ( SOP): Complete reference document or an operations manual that provides the purpose, authorities, duration, and details for the preferred method of performing a single function or a number of interrelated functions in a uniform manner.
Standardized Emergency Management System ( SEMS): A system required by California Government Code and established by regulations for managing response to multiagency and multijurisdictional emergencies in California. SEMS consists of five organizational levels, which are activated as necessary: Field Response, Local Government, Operational Area, Region, and State.
Standardized Emergency Management System ( SEMS) Guidelines: The SEMS guidelines are intended to assist those responsible for planning, implementing, and participating in SEMS.
Standardized Emergency Management System ( SEMS) Regulations: Regulations establishing the Standardized Emergency Management System ( SEMS) based upon the Incident Command System ( ICS) adapted from the system originally developed by the Firefighting Resources of California Organized for potential Emergencies ( FIRESCOPE) program, including those currently in use by state agencies, the Multiagency Coordination System ( MACS) as developed by City of Highland Emergency Operations Plan 146
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FIRESCOPE, the Operational Area concept and the Master Mutual Aid Agreement and related mutual aid systems. SEMS regulations are found at Title 19, Division 2, Chapter 1, Section 2400 et. seq.
State: When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands, and any possession of the United States. See Section 2 ( 14), Homeland Security Act of 2002, Public Law 107- 296, 116 Stat. 2135 ( 2002).
State Operations Center ( SOC): The SOC is operated by the California Office of Emergency Services ( CaICES) at the State Level in SEMS. It is responsible for centralized coordination of state resources in support ofthe three CaIOES Administrative Regional Emergency Operations Centers REOCs). It is also responsible for providing updated situation reports to the Governor and legislature.
Strategy: The general plan or direction selected to accomplish incident objectives.
System: An integrated combination of people, equipment and processes that work in a coordinated manner to achieve a specific desired output under specific conditions.
Technical Assistance: Support provided to tribal, state, and local jurisdictions when they have the resources but lack the complete knowledge and skills needed to perform a required activity such as mobile -home park design or hazardous material assessments).
Technical Specialists: Personnel with special skills that can be used anywhere within the SEMS organization. No minimum qualifications are prescribed, as technical specialists normally perform the same duties during an incident that they perform in their everyday jobs, and they are typically certified in their fields or professions.
Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous to human life or potentially destructive of critical infrastructure or key resources, is a violation of the criminal laws of the United States or of any state or other subdivision of the Unit States in which it occurs, and is intended to intimidate or coerce the civilian population, or influence or affect the conduct of a government by mass destruction, assassination, or kidnapping. See Section 2( 15), Homeland Security Act of 2002, Public Law 107- 296, 116 Stat. 2135 ( 2002).
Threat: An indication of possible violence, harm or danger.
Tools: Those instruments and capabilities that allow for the professional performance of tasks, such as information systems, agreements, doctrine, capabilities, and legislative authorities.
Tribal: Any Indian tribe, band, nation or other organized group or community, including any Alaskan Native Village as defined in or established pursuant to the Alaskan Native Claims Settlement Act ( 85 stat. 688) [ 43 U. S. C. A. and 1601 et seq.].
Type: 1) An ICS resource classification that refers to capability. Type 1 is generally considered to be more capable than Types 2, 3, or 4, respectively, because of size, power, capacity, or ( in the case of incident management teams) experience and qualifications. 2) A class, kind or group City of Highland Emergency Operations Plan 147
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sharing one or more characteristics; category. 3) A variety or style of a particular class or kind of things.
Unified Command ( UC): An ICS application used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the US, often the senior person from agencies and/ or disciplines participating in the UD, to establish a common set of objectives and strategies and a single IAP.
Unit: The organizational element with functional responsibility for a specific incident ( e. g., planning, logistics, finance/ administration).
Vital Records: The essential agency records that are needed to meet operational responsibilities under national security emergencies or other emergency or disaster conditions ( emergency operating records), or to protect the legal and financial rights of the Government and those affected by government activities (legal and financial rights records).
Volunteer: For purposes of NIMS, a volunteer is any individual accepted to perform services by the lead agency ( which has authority to accept volunteer services) when the individual performs services without promise, expectation, or receipt of compensation for services performed. See 16 U. S. C. 742f(c) and 29 CRF 553. 101.
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16.4 Attachment D - California Warning System
D- 1 California Warning System
National Weather Center ( FEMA)'
NAWAS'
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California State Warning Center
I
CALWAS3
National Weather Service Local
Weather Forecast Offices ( WFOB'
Warning
Department of Energy Points
UvermoreFederal Emergency Management Agency
National W amiig Symam
California Warning System
Operational Area satellite InfoanationSystem
Cal OES
Regional
Offices
State Agencies
Radio/ Microwave
Systems
State Agencies
EOCs
ICalifornia Law EffforcenentTelewmnuniatio s$vstem California Law Enforcement NadioSystem r
Emergency AlertSyslern Weather
Fore ascoffices OASIS°,
CLETSs &
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Sheriff
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EAST Stations City
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D- 2 Severe Weather Warning
NATIONAL WEATHER SERVICE
WEATHER FORECAST OFFICES
NAWAS/ Intmactive Natrona) Phonp or ( mail
CALWAS Wrathrr Servicr ( iNWS)
I I
California State Warning Center
OASIS, CLETS, CALWAS OASIS, CSWC Automated Notification System CSWC Automatic Notification System ( ANS) I
Affected Areas
County Warning
Points
Gal OES
Regional Offices
Phone, CLETS,
CSWC Automated
Notification System
StdtC Agende,9
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D- 3 Flood Forecast Warning
State - Federal Flood Operations Center /
California — Nevada River Forecast Center /
National Weather Service
Phone
iNWS / CALWAS
I
California State Warning Center -
OASIS, CLETS, CALWAS OASIS, CSWCANS CSWCANS
CSWC ANS
W
County Warning Points Cal OES Regional Offices and
Other State Agencies
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FEMA
US Coast Guard 12' District
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D- 4 Earthquake Warning System
California Integrated Seismic Nehvork ( CISN) National Earthquake Information Center ( NEIC) I U.S. Geological Survey ( USGS) Berkeley Seismological laboratory — 3 California State Warning Center ( CSWC) E— Cal Tech Seismological laborator State FEMA Utilities Public —Private
Department of Water Resources Counties Agencies Partnerships DWR)
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D- 5 California Portion of National Warning System
National Warning Center
FEMA National Emergency Coordinator Center Alternate National Warning Center MT. Weather Emergency Assistance Center MERS Operations Center Bluemont, Virginia Thomasville, Georgia
I
NWS / WFO
Federal Emergency Management Agency
Medford, Oregon
Region IX Reno & Las Vegas, Nevada
Oakland, California Phoenix, Arizona
California Governor' s Office of Emergency Services
Arizona
CALWAS
Nevada Hawaii
Del Norte
Humboldt y
Mendocino
Lake
Sonoma
Siskiyou
Napa
Shasta Nevada
Marin
Tehama ElDorado Solaro
Glenn
Amador Contra
Costa Colusa
Calaveras San
Mateo Sierra
Stanislaus Trinity
Yolo Cal DES REOC Santa
Crux NMIS/ WFO Merced SantaCiara
Modoc
Placer Eureka
Mariposa Mono Southern San
Benito Lassen
Sacramento Sacramento
Madera Inyo SanaBarbispo
Los Alamitos 5a
nta Bar Plumes SanJoaquin San Bernardino bara
Coastal Monterey
Monterey Fresno San
Francisco Butte
Alp; ne Hanford
Kings Riverside Ventura
Wainut Creek Sutter
Tuolumne Los Angeles inland Alameda
Oxnard Tulare San Diego DOE
Livermore Yuba
Douglas Ca. NV San
Diego Kern Imperial Orange Sacramento City
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D- 6 State Nuclear Power Plant Emergency Notification System Counties
Cal OES Cal OES Duty I [ CA Department of Public Health FEMA CA Energy Department of RPU Officers' & NJ Duty Officer Commission ( CEC) Energy ( DOE) California State Warning Center ( CSWC)
CLETS CLETS
CLERS CLERS
OASIS I
OASIS
CALWAS I CALWAS
San Luis Obispo
Santa Barbara
County County
Sherriff s Office Communications 11 Dispatch Center
Diablo Canyon Nuclear Power Plant
A.II Cal OES Duty Officers: Executive, law, fire, Re& n, PIO DL= Direct Line
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16.5 Attachment E - Emergency Plan Crosswalk
Agency: City of Highland
Plan Name: Emergency Operations Plan 2023
Submitted by: Leticia Nava -Cruz Date: 03/ 17/ 2023
Email: lnavacruz@cityofhighland. org Phone Number: 909- 864- 6861 ext. 208 Reviewed by:
Email:
Date:
Phone Number:
Emergency Operations Plan
Page Reviewer
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FOREWORD SECTION - INTRODUCTORY MATERIAL
1. Promulgation Document/ Signature Page:
This is a promulgation statement recognizing and adopting the plan as the jurisdiction's all -hazards EOP and signed by the senior 1 elected or appointed official. ( CPG 101)
Provide evidence of a dated letter of promulgation or resolution from the governing board. (SEMS)
2. Approval and Implementation:
Introduces the plan and outlines its applicability. Include a delegation of authority for specific modifications that may be 5, 11 made to the plan without the senior official' s signature. (CPG 101) Provide a foreword, preface or introduction that explains why the plan was developed and how the plan is to be used. ( SEMS)
3. Plan Concurrence: Provide evidence that the assigned emergency agencies are in agreement with how the plan describes 2- 3 their tasks. This may be in the form of a letter of concurrence or a sign -off sheet. ( SEMS)
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4. Record of Changes:
Normally a table with fields that track each update or change to the plan. ( CPG 101) 4
Who maintains the emergency plan? What is the process? Detail schedules for modifications, revision list, and who has responsibility for ensuring the plan is kept up-to- date. (SEMS) S. Record of Distribution:
Normally a table with fields that indicate who received the plan, date of delivery and number of copies. ( CPG 101) 167
Include a distribution method that indicates who received the plan and when. (SEMS)
6. Table of Contents:
Outlines the plan' s format, key sections, attachments, charts, etc.
Identifies the major chapters and key elements within the EOP. 6- 10
CPG 101) 172- 173
List of where significant parts of the plan are located by page number and subsection of the plan. (SEMS)
PART I: BASIC PLAN
7. Purpose: Describe the purpose for developing and maintaining 13 the EOP. ( CPG 101)
8. Scope: Describe at what times or under what conditions the 13 plan will be activated. ( CPG 101)
9. Situation Overview:
Provide an overview ofthe steps taken by the jurisdiction to prepare for disasters. This section should include the following:
A) Hazard Analysis Summary; 13) Capability Assessment; and C) Mitigation Overview. ( CPG 101)
14- 40
Summarizes the Jurisdictional Hazard Analysis. Includes a description of potential hazards. This could be in a narrative with 63- 64 maps, schematic, or matrix indicating severity potential, affected population estimates, frequency, and geographical characteristics of the jurisdiction. This and other relevant information should be included to provide a rationale for prioritizing emergency preparedness actions for specific hazards. (SEMS)
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10. Planning Assumptions: Identify what are assumed to be facts for planning purposes in order to make it possible to execute the 65- 68 EOP. ( CPG 101)
11. Concept of Operations:
Explain in broad terms, the jurisdiction' s intent with regard to emergency operations. Provide a clear methodology to realize the goals and objectives to execute the plan. This may include a brief discussion of the activation levels identified by the jurisdiction for 69- 106 its operations center, and may touch on direction and control, alert and warning, and continuity matters. ( CPG 101)
Describe the principles and methods used to carry out emergency operations, including the provision of emergency services by government agencies. ( Gov. Code Sec. 8560)
12. Organization and Assignment of Responsibilities:
Provide an overview ofthe key functions the jurisdiction will accomplish during an emergency. Include roles that federal, state, territorial, tribal, local, regional and private sector agencies will take to support local operations. Pre -designate jurisdictional and/ or functional area representatives to the IC or UC whenever 41- 64
possible. (CPG 101) 115- 129
Identify agency roles and responsibilities during disaster situations and include an emergency organization chart. Indicate how the jurisdiction fulfills the five SEMS sections ( Management, Plans/ Intelligence, Operations, Logistics, and
Finance/ Administration). ( SEMS)
13. Direction, Control, and Coordination:
Describe the framework for all direction, control, and
coordination activities. Identify who has tactical and operational control of response assets. Discuss multijurisdictional coordination systems and processes. ( CPG 101) 69- 78
Indicate how the Incident Command System ( ICS) will be used in the field. This should include the interface between the field Incident Command Post and the EOC. It should also indicate methods of integrating state and federal field activities into local emergency management operations. ( SEMS)
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14. Information Collection, Analysis and Dissemination:
Describe the required critical or essential information common to all operations identified during the planning process. ( CPG 101)
15. Communications:
Describe the communications and coordination protocols used between response organizations. ( CPG 101) 67- 80
Indicate how the EOC will coordinate and communicate with field units, operational areas, regions, and other entities. ( SEMS)
16. Administration, Finance, and Logistics:
Describe administrative protocols including documentation, after- 117 128 action reporting, cost recovery, and resource management. (CPG 101)
17. Plan development and Maintenance: Describe the process to 65- 69 regularly review and update the EOP. ( CPG 101) 129- 130
18. Authorities and References: Provide the legal basis for emergency operations and activities. Describe federal, state, and 131 local laws that specifically apply to the plan. List references used to develop the plan. ( CPG 101)
BASIC PLAN ( Additional SEMS Elements)
19. SEMS Coordination Levels: Indicate how the jurisdiction coordinates between the different SEMS levels ( field, local, operational areas, region, and state), how information is exchanged, and how and when multi/ inter- agency coordination and unified 41- 45 command are used. The Operational Area agreement should also be referenced; and the plan should indicate who performs the Operational Area responsibilities.
20. Emergency Operations Center Organization: Describe the roles and responsibilities of agencies and departments in the EOC, 46- 54 including who is responsible for ensuring the readiness of the EOC.
21. Involvement of special districts, private, and nonprofit 55- 60 agencies: Identify emergency responsibilities of special districts, City ofHighland Emergency Operations Plan 158
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private, and volunteer agencies, and their roles in the EOC, Incident Command Post, or other emergency facility.
22. Essential Facilities - Primary and Alternate EOC: Indicate the location of both the primary and alternate EOC and what conditions 53- SS would cause the alternate EOC to be activated.
23. Essential Facilities-Activation/ Deactivation of EOC:
Indicates how, when, and by whom, the Emergency Operations 46 Center will be activated and deactivated.
24. Field/ EOC Direction and Control Interface: Describe the direction and control relationship between the field responders 42- 55 ICS) and the EOC. This should include the reporting of pertinent information.
25. Field Coordination with Department Operations Centers DOC) and EOCs: Include the use and coordination of DOCs and 42- 55 how they fit into the emergency management organization.
26. Essential Facilities -Alternate Government Facilities:
Indicate an alternate seat of government to serve as government 54 offices for performing day-to- day functions and a facility that could serve as an alternate emergency operations center.
27. Essential Facilities -Americans with Disabilities Act:
Identify how shelter facilities, evacuation/ movement, warning, etc. 59- 60 procedures accommodate the provisions of the Americans with Disabilities Act.
28. Continuity of Government: Provide persons by position to succeed key government officials and members of the emergency 105- 106 management organization. Also indicate the level and duration of authority these individuals would assume ( Gov. Code Sec. 8560).
29. Vital Record Retention: Indicate how vital records are to be protected in the event of a disaster. Most data storage systems have 129- 130 a back- up system. Identify the system, archiving schedules, and who has responsibility for its maintenance.
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30. Notification and Mobilization: Describe how resources are mobilized and managed ( Gov. Code Sec. 8560). Include methods to 72 75
contact emergency response personnel during normal and after hours. This may be in the form of an alert list.
31. Mutual Aid: Include a general description of mutual aid 81 system and processes. ( Gov. Code Sec. 8560)
32. Emergency Proclamations: Indicate the purpose and process 90- 92 of emergency proclamations ( include samples).
33. Public Information: Include pre -incident and post -incident 65- 69
public awareness, education, and communications plans and 75- 78 protocols. ( Gov. Code Sec. 8560) 149
34. Recovery Overview: Include a general recovery concept of 96- 100 operations.
35. Recovery Organization: Provide a description of the recovery 96- 104 organization along with a diagram.
36. Recovery Damage Assessment: Describe the damage 96- 104 assessment organization and responsibilities.
37. Recovery Documentation: Describe the documentation 96- 104 process.
38. Recovery After -Action Reports ( AAR): Define procedures to 130 submit AAR to Cal OES via Cal EOC. 168- 170
39. Recovery Disaster Assistance: Describe the different programs, their purpose, restrictions, and application process. 96- 104 Include Public Assistance, Individual Assistance, and Hazard Mitigation Grant programs.
40. Standard Operating Procedures ( SOP) Development: 129 Ensure emergency response agencies develop and maintain SOPS.
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Indicate in the plan the relationship and purpose of SOPS to the plan.
41. Training and Exercises: Describe the training and exercise programs for the jurisdiction, including who has personal responsibility for the programs. Training should include EOP 65- 68 orientation, SEMS training, a full- scale exercise, and other training as deemed necessary.
APPENDICES ( SEMS ELEMENTS)
42. Glossary of Terms: Include a glossary ofterms that includes 133- 148 all the terms used throughout the plan.
43. References: Identify the references used in developing the 132 plan.
44. Resources: Identify sources for materials and supplies 324 internally and externally.
45. Contact List: Include a list of agencies and personnel not internal to the organization, but critical to emergency operations. 108 May be kept under separate cover.
46. Supporting Documentation: Include material necessary to self -certify compliance with SEMS. This should include evidence of 290- 323 training, planning, exercises, and performance.
PART II: EMERGENCY SUPPORT FUNCTION ANNEXES
IfApplicable) ( CPG 101 ELEMENTS)
47. Functional Support Annexes: Include functional annexes that add specific information and directions to the EOP. These annexes focus on specific responsibilities, tasks, and operational actions that pertain to the performance of emergency support functions to 109- 112 include:
CA- ESF 1 - Transportation
CA- ESF 2 - Communications
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CA- ESF 3 - Construction and Engineering
CA- ESF 4 - Fire and Rescue
CA- ESF 5 - Management
CA- ESF 6 - Care and Shelter
CA- ESF 7 - Resources
CA- ESF 8 - Public Health and Medical
CA- ESF 10 - Hazardous Materials
CA- ESF 11 - Food and Agriculture
CA- ESF 12 - Utilities
CA- ESF 13 - Law Enforcement
CA- ESF 14 - Recovery
CA- ESF 15 - Public Information
CA- ESF 17 - Volunteers and Donation Management
CA- ESF 18 - Cyber Security
PART III: FUNCTIONAL ANNEXES ( SEMS ELEMENTS)
48. Management Section: Include the following activities and responsibilities:
Overall EOC management
Public information assignment
Identification of a media center
Rumor control 52- 53
Public inquires 175- 191
Provision for public safety communications and policy
Identification of a Safety Officer
Facility security
Agency liaison
State/ Federal field activity coordination
49. Operations Section: Include the following activities and 52- 53
responsibilities:
192- 225
General warning
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Advance planning
Technical services
Action planning
Demobilization
51. Logistics Section: Include the following activities and responsibilities:
Field incident support
Communications support
Transportation support 52- 53
Personnel 238- 255
Supply and procurement
Resource tracking
Sanitation services
Computer support
52. Finance/ Administration Section: Include the following activities and responsibilities:
Fiscal management
Timekeeping 53- 54
Purchasing 256- 266
Compensation and claims
Cost recovery
Travel request, forms, and claims
PART IV: SUPPORT ANNEXES ( CPG 101 ELEMENTS)
53. Support Functions: Describe critical operational functions and who is responsible for carrying them out. They may include: 69- 104 Continuity of Government/ Operations
Warning
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Population Protection
Financial Management
Mutual aid/ Multijurisdictional Coordination
Private Sector Coordination
Volunteer and Donations Management
Worker Safety and Health
Prevention and Protection
PART V: HAZARD, THREAT, or INCIDENT SPECIFIC ANNEXES
54, Threat Specific Appendices: The EOP should address
response activities that are specific to all hazards that pose a threat to the jurisdiction. Describe any emergency response strategies that apply to a specific type of hazard. These may include:
Avalanche
Severe Storm
Earthquake
Tsunami
Volcanic Activity
20- 38
Tornado
Floods
Dam Failure
Hazardous Materials Incident - Incorporate or reference the Hazardous Materials Area Plan
Power Disruption ( e. g., Public Safety Power Shutoff ( PSPS)) Radiological Incident
Biological Incident
Terrorism Incident
Other hazards, threat, or incidents
ADDITIONAL SEMS ELEMENTS FOR CONSIDERATION
55. Dams: If there are dams in the area, the plan should have or reference inundation maps that indicate what areas could flood, the time the flood wave arrives at specific locations, and when the 32 water will recede. Operational information necessary to carry -out an evacuation of all potentially flooded areas should be indicated for each dam. The information required for each dam should City ofHighland Emergency Operations Plan 165
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include shelter locations, location of critical facilities such as government center hospitals, nursing homes, schools, day care centers, etc. Each dam evacuation plan should also indicate other facilities with large concentrations of people with disabilities, persons that lack their own transportation, or persons requiring special assistance.
56. Recent Legislation
Upon the next update of their emergency plan, jurisdictions are to implement the following legislative requirements: 59- 60 AB 2311 - Access and Functional Needs ( Brown)
AB 477 - Access and Functional Needs ( Cervantes)
SB 160 - Cultural Competence ( Jackson)
Comments:
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16.6 Attachment F - Distribution List
Agencies/ Functions # Copies
City Manager/ Director of Emergency Services 1
City Clerk 1
Director of Administrative Services 1
Community Development Director 1
City Planner 1
Building Official 1
Public Works Director/ City Engineer 1
Assistant Public Works Director 1
Public Services Manager 1
Disaster Preparation Officer 1
Police Department 1
Fire Department 1
Emergency Operations Center 1
Alternate Emergency Operations Center 1
Public Works Yard 1
SB County Operational Area/ OES 1
California Office of Emergency Services / FEMA 1
Additional copies ofthe Emergency Operations Plan are available from the City.
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This AA/ CA Report template can be used for a declared, un- declared, or pre -planned event, an exercise, and/ or training for SEMS/ NIMS compliance).
Information Needed Text goes in text boxes below.
Name of Agency:
Type of Agency:* ( Select one)
City, County, Operational Area ( OA),
State agency ( State), Federal agency
Fed), special district, Tribal Nation
Government, UASI City, nongovernmental or volunteer organization, other.
OES Admin Region:
Coastal, Inland, or Southern
Completed b
Date report completed:
Position: se SEMS/ NIMSpositions)
Phone number:
Email address:
Dates and Duration of event:
Beginning and ending date of response
or exercise activities - using mm/ dd
Type of event, training, or exercise:*
Actual event, table top, functional or
full scale exercise, pre -identified planned
event, training, seminar, workshop, drill,
game.
Hazard or Exercise Scenario:*
Avalanche, Civil Disorder, Dam Failure,
Drought, Earthquake, Fire ( structural),
Fire ( Woodland), Flood, Landslide,
Mudslide, Terrorism, Tsunami, Winter
Storm, chemical, biological release/ threat,
radiological release/ threat, nuclear
release/ threat, explosive release/ threat,
c ber, or other/ specify.
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SEMS/ NIMS FUNCTION EVALUATION
MANAGEMENT ( Public Information. Safetv. Liaison, etc.) Satisfactory Needs Improvement
Overall Assessment of Function check one
If "needs improvement" please briefly describe improvements needed:
Planning
Training
Personnel
Equipment
Facilities
FIELD COMMAND ( Use for assessment of field operations, i.e., Fire, Law Enforcement, etc.) Satisfacto Needs Improvement
Overall Assessment of Function check one
If "needs improvement" please briefly describe improvements needed:
Planning
Training
Personnel
Equipment
Facilities
OPERATIONS ( Law enforcement. fire/ rescue, medical/ health, etc.) Satisfactory Needs Improvement
Overall Assessment of Function ( check one)
If "needs improvement" please briefly describe improvements needed:
Planning
Training
Personnel
Equipment
Facilities
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PLANNINGANTELLIGENCE ( Situation analysis, documentation, GIS, etc.) Satisf actory 77Needs Improvement
Overall Assessment of Function check one
If "needs improvement" please briefly describe improvements needed:
Planning
Training
Personnel
Equipment
Facilities
LOGISTICS ( Services. sunnort. facilities. etc.)
Satisfactory Needs Improvement
Overall Assessment of Function check one
If "needs improvement" please briefly describe improvements needed:
Planning
Training
Personnel
Equipment
Facilities
FINANCE/ ADMINISTRATION ( Purchasing, cost unit, etc.) i Satisfactory Needs improvement
Overall Assessment of Function check one
If "needs improvement" please briefly describe improvements needed:
Planning
Training
Personnel
Equipment
SEMS regulations under Title IX, Division 2, Chapter 1, Section 2450( a) require any federal, state, or local jurisdiction proclaiming or responding to a Local Emergency for which the governor has declared a State of Emergency or State of War Emergency shall complete and transmit an AAR to CalOES within 90 days of the close of the emergency period. Upon completion of the AAR, corrective actions are identified to make recommendations for correcting problems noted in the response/ recovery effort, or during exercises and training. Depending on the level of the AAR, corrective action may encompass anything from detailed recommendations for improving individual agency plans and procedures to broader system -wide improvements. Priority corrective actions are assigned to relevant stakeholders and tracked to ensure the identified problem has been addressed.
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16.8 Attachment H - SEMS EOC Position Checklists
STANDARDIZED
EMERGENCY
MANAGEMENT
SYSTEM
Local Government EOC
POSIT/ ON CHECKLISTS
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TABLE OF CONTENTS FOR ATTACHMENT H
Local Government Generic Checklist 174
Management Section 175
EOC Director 176- 178
EOC Coordinator ( ESC) 179- 180
Public Information Branch Coordinator 181- 183
Rumor Control Unit Leader 184
Liaison Officer 185- 186
Agency Representatives 187- 188
Safety Officer 189- 190
Security Officer 191
Operations Section 192
Operations Section Chief 193- 195
Fire & Rescue Branch Coordinator 196- 197
Fire Operations Unit Leader 198- 199
Disaster Medical Unit Leader 200- 201
Search & Rescue Unit Leader 202- 203
Hazmat Unit Leader 204- 205
Law Enforcement Branch Coordinator 206- 207
Law Enforcement Operations Unit Leader 208- 209
Coroner Unit Leader 210- 211
Construction/ Engineering Branch Coordinator 212- 213
Utilities Unit Leader 214- 215
Damage/ Safety Assessment Unit Leader 216- 217
Public Works Unit Leader 218- 219
Health and Welfare Branch Coordinator 220- 221
Care & Shelter Unit Leader 222- 223
Public Health Unit Leader 224- 225
Planning/ Intelligence Section 226
Planning/ Intelligence Section Chief 227- 229
Situation Analysis Unit Leader 230- 231
Documentation Unit Leader 232- 233
Advance Planning Unit Leader 234- 235
Technical Services Unit Leader 236
Demobilization Unit Leader 237
Logistics Section 238
Logistics Section Chief 239- 241
Communications Branch Coordinator 242- 243
Communication Unit Leader 244- 245
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Information Systems Unit Leader 246
Transportation Unit Leader 247
Personnel Unit Leader 248- 249
Supply/ Procurement Unit Leader 250- 251
Facilities Unit Leader 252- 253
Resource Status Unit Leader 254- 255
Finance/ Administration Section 256
Finance/ Administration Section Chief 257- 259
Time Keeping Unit Leader 260
Compensation and Claims Unit Leader 261- 262
Purchasing Unit Leader 263- 264
Recovery Unit Leader 265- 266
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CITY OF HIGHLAND
Emergency Operations Center
Generic Checklist
For All Positions)
Activation Phase:
Check in with the Personnel Unit ( in Logistics) upon arrival at the EOC.
Report to EOC Director, Section Chief, Branch Coordinator, or other assigned Supervisor.
Set up your workstation and review your position responsibilities.
Establish and maintain a position log which chronologically describes your actions taken during your shift.
Determine your resource needs, such as a computer, phone, plan copies, and other reference documents.
Ensure RIMS ( Response Information Management System) is operational.
Demobilization Phase:
Deactivate your assigned position and close out logs when authorized by the EOC Director.
Complete all required forms, reports, and other documentation. All forms should be submitted through your supervisor to the Planning/ Intelligence Section, as appropriate, prior to your departure.
Be prepared to provide input to the after -action report.
If another person is relieving you, ensure they are thoroughly briefed before you leave your workstation.
Clean up your work area before you leave.
Leave a forwarding phone number where you can be reached.
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City of Highland EOC
Management Section
Position Checklists
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EOC DIRECTOR
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Establish the appropriate Staffing level for the City of Highland EOC and continuously monitor organizational effectiveness ensuring that appropriate modifications occur as required.
Exercise overall management responsibility for the coordination between Emergency Response Agencies within the City. In conjunction with the General Staff, set priorities for response efforts within the City. Ensure that all agency actions are accomplished within the priorities established.
3. Ensure that Inter -Agency Coordination is accomplished effectively within the City EOC.
Activation Phase:
1 Determine appropriate level of activation based on situation as known.
Mobilize appropriate personnel for the initial activation of the City EOC.
Respond immediately to EOC site and determine operational status.
Obtain briefing from whatever sources are available.
Ensure that the EOC is properly set up and ready for operations.
Ensure that an EOC check -in procedure is established immediately.
Ensure that an EOC organization and staffing chart is posted and completed.
Determine which sections are needed, assign Section Chiefs as appropriate and ensure they are staffing their sections as required.
Operations Section Chief Logistics Section Chief
Planning/ Intelligence Section Chief Finance/ Administration Chief Determine which Management Section positions are required and ensure they are filled as soon as possible.
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Liaison Officer EOC Coordinator
Public Information Branch Coordinator Safety Officer
Security Officer
Ensure that telephone and/ or radio communications with Operational Area EOC are established and functioning.
Schedule the initial Action Planning meeting.
Confer with the General Staff to determine what representation is needed at the City EOC from other emergency response agencies.
Assign a liaison officer to coordinate outside agency response to the City EOC, and to assist as necessary in establishing an Interagency Coordination Group.
Operational Phase:
Monitor general staff activities to ensure that all appropriate actions are being taken.
In conjunction with the Public Information Unit, conduct news conferences and review media releases for final approval, following the established procedure for information releases and media briefings.
Ensure that the Liaison Officer is providing for and maintaining effective interagency coordination.
Based on current status reports, establish initial strategic objectives for the City EOC.
In coordination with Management Staff, prepare management function objectives for the initial Action Planning Meeting.
Convene the initial Action Planning meeting. Ensure that all Section Chiefs, Management Staff, and other key agency representatives are in attendance. Ensure that appropriate Action Planning procedures are followed. ( refer to Planning/ Intelligence Section, " Action Planning Job Aid." Ensure the meeting is facilitated appropriately by the Planning/ Intelligence Section.
Once the Action Plan is completed by the Planning/ Intelligence Section, review, approve and authorize its implementation.
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Conduct periodic briefings with the general staff to ensure strategic objectives are current and appropriate.
Conduct periodic briefings for elected officials or their representatives.
Formally issue Emergency Proclamation for the City, and coordinate local government proclamations with other emergency response agencies, as appropriate.
Brief your relief at shift change, ensuring that ongoing activities are identified and follow- up requirements are known.
Demobilization Phase:
Authorize demobilization of sections, branches and units when they are no longer required.
Notify the Operational Area EOC, and other appropriate organizations of the planned demobilization, as appropriate.
Ensure that any open actions not yet completed will be handled after demobilization.
Ensure that all required forms or reports are completed prior to demobilization.
Be prepared to provide input to the after action report.
Deactivate the City EOC at the designated time, as appropriate.
Proclaim termination of the emergency response and proceed with recovery operations.
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EOC COORDINATOR ( ESC)
11 **** Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Facilitate the overall functioning ofthe City of Highland EOC.
Assist and serve as an advisor to the EOC Director and General Staff as needed, providing information and guidance related to the internal functions of the EOC and ensure compliance with operational area emergency plans and procedures.
3. Assist the Liaison Officer in ensuring proper procedures are in place for directing agency representatives and conducting VIP/ visitor tours ofthe EOC.
Activation Phase:
Follow generic Activation Phase Checklist.
Assist the EOC Director in determining appropriate staffing for the EOC.
Provide assistance and information regarding section staffing to all general staff.
Operational Phase:
Assist the EOC Director and the General Staff in developing an overall strategic objective as well as section objectives for the Action Plan.
Advise the EOC Director on procedures for enacting emergency proclamations, emergency ordinances and resolutions, and other legal requirements.
Assist the Planning/ Intelligence Section in the development, continuous updating, and execution of the EOC Action Plan.
Provide overall procedural guidance to General Staff as required.
Provide general advice and guidance to the EOC Director as required.
Ensure that all notifications are made to the Operational Area EOC.
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Ensure that all communications with appropriate emergency response agencies is established and maintained.
Assist EOC Director in preparing for and conducting briefings with Management Staff, the City Council, the media, and the general public.
Assist the EOC Director and Liaison Officer, in establishing and maintaining an Interagency Coordination Group comprised of outside agency representatives and executives not assigned to specific sections within the EOC.
Assist the Liaison Officer with coordination of all EOC visits.
Aid with shift change activity as required.
Demobilization Phase:
Follow generic Demobilization Phase Checklist.
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Public Information Branch Coordinator
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Serve as the coordination point for all media releases for the City of Highland.
Represent the City of Highland EOC as the lead Public Information Officer.
2. Ensure that the public within the affected area receives complete, accurate, and consistent information about life safety procedures, public health advisories, relief and assistance programs and other vital information.
Coordinate media releases with Public Information Officers representing other affected emergency response agencies within the Operational Area as required.
4. Develop the format for press conferences, in conjunction with the EOC Director.
Maintaining a positive relationship with the media representatives.
6. Supervising the Public Information Branch.
Activation Phase:
Follow generic Activation Phase Checklists.
Determine staffing requirements and make required personnel assignments for the Public Information Branch, as necessary.
Operational Phase:
Obtain policy guidance from the EOC Director with regard to media releases.
Keep the EOC Director advised of all unusual requests for information and of all major critical or unfavorable media comments. Recommend procedures or measures to improve media relations.
Coordinate with the Situation Status Unit and identify method for obtaining and verifying significant information as it is developed.
Develop and publish a media briefing schedule, to include location, format, and preparation and distribution of hand- out materials.
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Implement and maintain an overall information release program.
Establish a Media Information Center, as required, providing necessary space, materials, telephones, and electrical power.
Maintain up- to- date status boards and other references at the media information center.
Provide adequate staff to answer questions from members of the media.
Interact with other City EOC as well as Operational Area EOC PIOs and obtain information relative to public information operations.
Develop content for state Emergency Alert System ( EAS) releases if available. Monitor EAS releases, as necessary.
In coordination with other EOC sections and as approved by the EOC Director, issue timely and consistent advisories and instructions for life safety, health, and assistance for the public.
At the request of the EOC Director, prepare media briefings for members ofthe City Council and provide other assistance as necessary to facilitate their participation in media briefings and press conferences.
Ensure that a rumor control function is established to correct false or erroneous information.
Ensure that adequate staff are available at incident sites to coordinate and conduct tours of the disaster areas.
Provide appropriate staffing and telephones to efficiently handle incoming media and public calls.
Prepare, update, and distribute to the public a Disaster Assistance Information Directory, which contains locations to obtain food, shelter, supplies, health services, etc.
Ensure that announcements, emergency information and materials are translated and prepared for special populations ( non- English speaking, hearing impaired etc.).
Monitor broadcast media, using information to develop follow- up news releases and rumor control.
Ensure that file copies are maintained of all information released.
Provide copies of all media releases to the EOC Director.
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Conduct shift change briefings in detail, ensuring that in -progress activities are identified, and follow- up requirements are known.
Prepare final news releases and advise media representatives of points -of -contact for follow- up stories.
Demobilization Phase:
Follow generic Demobilization Phase Checklist.
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Rumor Control Unit Leader
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
1. Provide staffing for rumor control telephone bank.
2. Establish a " Disaster Hotline" with an up-to- date recorded message.
3. Supervise the Rumor Control Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Obtain " confirmed" disaster information.
Operate a telephone bank for receiving incoming inquiries from the general public.
Correct rumors by providing factual information based on confirmed data.
Establish a " Disaster Hotline" recorded message and provide updated message information periodically.
Refer inquiries from member of the media to the lead Public Information Officer or designated staff.
Demobilization Phase:
Follow generic Demobilization Phase Checklist.
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Liaison Officer
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
1. Oversee all liaison activities, including coordinating outside agency representatives assigned to the City of Highland EOC and handling requests from other EOCs for City of Highland EOC agency representatives.
2. Establish and maintain a central location for incoming agency representatives, providing workspace and support as needed.
3 Ensuring that position specific guidelines, policy directives, situation reports, and a copy of the EOC Action Plan is provided to Agency Representatives upon check -in.
4. In conjunction with the EOC Coordinator, provide orientations for VIPs and other visitors to the EOC.
S. Ensuring that demobilization is accomplished when directed by the EOC Director.
Activation Phase:
Follow generic Activation Phase Checklist.
Obtain assistance for your position through the Personnel Unit in Logistics, as required.
Operational Phase:
Contact Agency Representatives already on -site, ensuring that they:
Have signed into the EOC,
Understand their assigned functions,
Know their work locations,
Understand City of Highland EOC organization and floor plan.
Determine if additional representation is required from:
Other agencies,
Volunteer organizations,
Private organizations,
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Utilities not already represented.
In conjunction with the EOC Director and EOC Coordinator, establish and maintain an Interagency Coordination Group comprised of outside agency representatives and executives not assigned to specific sections within the EOC.
Assist the EOC Director and EOC Coordinator in conducting regular briefings for the Interagency Coordination Group and with distribution of the current EOC Action Plan and Situation Report.
Request that Agency Representatives maintain communications with their agencies and obtain situation status reports regularly.
With the approval of the EOC Director, provide agency representatives from the City EOC to other EOCs as required and requested.
Maintain a roster of agency representatives located at the City EOC. Roster should include assignment within the EOC ( Section or Interagency Coordination Group). Roster should be distributed internally on a regular basis.
Demobilization Phase:
Follow generic Demobilization Phase Checklist
Release agency representatives that are no longer required in the City EOC when authorized by the EOC Director.
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Agency Representatives
Read This Entire Position Checklist Before Taking Action**** Responsibilities:
Agency Representatives should be able to speak on behalf of their agencies, within established policy limits, acting as a liaison between their agencies and the City of Highland.
2. Agency Representatives may facilitate requests to or from their agencies, but normally do not directly act on or process resource requests.
Agency Representatives are responsible for obtaining situation status information and response activities from their agencies for the City EOC.
Activation Phase:
Follow generic Activation Phase Checklist.
Check in with the Liaison Officer and clarify any issues regarding your authority and assignment, including the functions of other representatives from your agency ( if any) in the City EOC.
Establish communications with your home agency; notify the Logistics Section Communications Unit and the Liaison Officer of any communications problems.
Unpack any materials you may have brought with you and set up your assigned station, request through the Liaison Officer and/ or Logistics to obtain necessary materials and equipment.
Obtain an EOC organization chart, floor plan, and telephone list from the Liaison Officer.
Contact the City EOC sections or branches that are appropriate to your responsibility; advise them of your availability and assigned work location in the EOC.
Operational Phase:
Facilitate requests for support or information that your agency can provide.
Keep current on the general status of resources and activity associated with your agency.
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Provide appropriate situation information to the Planning/ Intelligence Section.
Represent your agency at planning meetings, as appropriate, providing update briefings about your agency' s activities and priorities.
Keep your agency executives informed and ensure that you can provide agency policy guidance and clarification for the City of Highland EOC Director as required.
On a regular basis, inform your agency of the City EOC priorities and actions that may be ofinterest.
Maintain logs and files associated with your position.
Demobilization Phase:
Follow generic Demobilization Phase Checklist.
When demobilization is approved by the EOC Director, contact your agency and advise them of expected time of demobilization and points of contact for the completion of ongoing actions or new requirements.
Ensure that you complete all final reports, close out your activity log, and transfer any ongoing missions and/ or actions to the Liaison Officer or other appropriate individual.
Ensure copies of all documentation generated during the operation are submitted to the Planning/ Intelligence Section.
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Safety Officer
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Ensure that all buildings and other facilities used in support of the Highland City EOC are in a safe operating condition.
Monitor operational procedures and activities in the EOC to ensure they are being conducted in safe manner considering the existing situation and conditions.
Stop or modify all unsafe operations outside the scope of the EOC Action Plan, notifying the EOC Director of actions taken.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Tour the entire EOC facility and evaluate conditions; advise the EOC Director of any conditions and actions which might result in liability, (unsafe layout or equipment set- up, etc.)
Study the EOC facility and document the locations of all fire extinguishers, emergency pull stations, and evacuation routes and exits.
Be familiar with particularly hazardous conditions in the facility; take action when necessary.
Prepare and present safety briefings for the EOC Director and General Staff at appropriate meetings.
If the event which caused activation was an earthquake, provide guidance regarding actions to be taken in preparation for aftershocks.
Ensure that the EOC facility is free from any environmental threats - e. g., radiation exposure, air purity, water quality, etc.
Keep the EOC Director advised of unsafe conditions; take action when necessary.
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Coordinate with the Finance/ Administration Section in preparing any personnel injury claims or records necessary for proper case evaluation and closure.
Demobilization Phase:
Follow generic Demobilization Phase Checklist.
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Security Officer
ill **** Read This Entire Position Checklist Before Taking Action**** Responsibilities:
Provide 24-hour security for the City of Highland EOC.
2. Control personnel access to the City of Highland EOC in accordance with policies established by the EOC Director.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Determine the current EOC security requirements and arrange for staffing as needed.
Determine needs for exclusive access to EOC facilities.
Provide executive and V.I. P. security as appropriate and required.
Provide recommendations as appropriate to EOC Director.
Prepare and present security briefings for the EOC Director and General Staff at appropriate meetings.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
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City of Highland EOC
Operations Section
Position Checklists
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Operations Section Chief
ill **** Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Ensure that the Operations Function is carried out including coordination of response for all operational functions assigned to the Highland City EOC.
2. Ensure that operational objectives and assignments identified in the EOC Action Plan are carried out effectively.
3. Establish the appropriate level of branch and unit organizations within the Operations Section, continuously monitoring the effectiveness and modifying accordingly.
4. Exercise overall responsibility for the coordination of Branch and Unit activities within the Operations Section.
Ensure that the Planning/ Intelligence Section is provided with Branch Status Reports and Major Incident Reports ( utilizing the Response Information Management System formats if available).
6. Conduct periodic Operations briefings for the EOC Director as required or requested.
7. Overall supervision of the Operations Section.
Activation Phase:
Follow the generic Activation Phase Checklist.
Ensure that the Operations Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards.
Meet with Planning/ Intelligence Section Chief, obtain a preliminary situation briefing.
Based on the situation, activate appropriate branches within the section. Designate Branch Coordinators, as necessary.
Fire & Rescue Law Enforcement
Health and Welfare Construction & Engineering
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Determine need for Mutual Aid.
Request additional personnel for the section as necessary for 24- hour operation.
Obtain a current communications status briefing from the Communications Branch Coordinator in Logistics. Ensure that there is adequate equipment and frequencies available for the section.
Determine estimated times of arrival of section staff from the Personnel Branch in Logistics.
Confer with the EOC Director to ensure that the Planning/ Intelligence and Logistics Sections are staffed at levels necessary to provide adequate information and support for operations.
Coordinate with the Liaison Officer regarding the need for Agency Representatives in the Operations Section.
Establish radio or cell -phone communications with Incident Commander( s) operating in City, and coordinate accordingly.
Determine activation status of other EOCs in the Operational Area and establish communication links with their Operations Sections if necessary.
Based on the situation known or forecasted, determine likely future needs of the Operations Section.
Identify key issues currently affecting the Operations Section; meet with Section personnel and determine appropriate section objectives for the first operational period.
Review responsibilities of branches in section; develop an Operations Plan detailing strategies for carrying out Operations objectives.
Adopt a proactive attitude. Think ahead and anticipate situations and problems before they occur.
Operational Phase:
Ensure that all section personnel are maintaining their individual position logs.
Ensure that situation and resources information is provided to the Planning/ Intelligence Section on a regular basis or as the situation requires, including Branch Status Reports and City ofHighland Emergency Operations Plan 194
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Major Incident Reports ( utilize Response Information Management System format if available).
Ensure that all media contacts are referred to the Public Information Branch.
Conduct periodic briefings and work to reach consensus among staff on objectives for forth -coming operational periods.
Attend and participate in EOC Director' s Action Planning meetings.
Provide the Planning/ Intelligence Section Chief with the Operations Section' s objectives prior to each Action Planning meeting.
Work closely with each Branch Coordinator to ensure that the Operations Section objectives, as defined in the current Action Plan, are being addressed.
Ensure that the branches coordinate all resource needs through the Logistics Section.
Ensure that intelligence information from Branch Coordinators is made available to the Planning/ Intelligence Section in a timely manner.
Ensure that fiscal and administrative requirements are coordinated through the Finance/ Administration Section ( notification of emergency expenditures and daily time sheets).
Brief the EOC Director on all major incidents.
Complete a Major Incident Report for all major incidents; forward a copy to the Planning/ Intelligence Section.
Brief Branch Coordinators periodically on any updated information you may have received.
Share status information with other sections as appropriate.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
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Fire & Rescue Branch Coordinator
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
1. Coordinate fire, disaster medical, hazardous materials, and search and rescue operations in the unincorporated county or contract areas.
2. Assist the City of Highland EOC Fire & Rescue Branch Coordinator in acquiring mutual aid resources, as necessary.
3. Coordinate the mobilization and transportation of all resources through the Logistics Section.
4. Complete and maintain branch status reports ( in RIMS format if available) for major incidents requiring or potentially requiring operational area, state and federal response, and maintains status of unassigned fire & rescue resources in the City.
5. Implement the objectives of the EOC Action Plan assigned to the Fire & Rescue Branch.
6. Overall supervision of the Fire & Rescue Branch.
Activation Phase:
0 0
n
n
Follow the generic Activation Phase Checklist.
Based on the situation, activate the necessary Units within the Fire & Rescue Branch:
Fire Operations Unit
Disaster Medical Unit
Search & Rescue Unit
Hazmat Unit
Ifthe mutual aid system is activated, coordinate use of City fire resources with the Operational Area Fire & Rescue Mutual Aid Coordinator.
Prepare and submit a preliminary branch status report and major incident reports as appropriate to the Operations Section Chief.
Prepare objectives for the Fire & Rescue Branch; provide them to the Operations Section Chief prior to the first Action Planning meeting.
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Operational Phase:
Ensure that Branch and Unit position logs and other files are maintained.
Maintain current status on Fire & Rescue missions being conducted in the City.
Provide the Operations Section Chief and the Planning/ Intelligence Section with an overall summary of Fire & Rescue Branch operational periodically or as requested during the operational period.
On a regular basis, complete and maintain the Fire & Rescue Branch Status Report on RIMS forms if available.
Refer all contacts with the media to the Public Information Branch.
Ensure that all fiscal and administrative requirements are coordinated through the Finance/ Administration Section ( notification of any emergency expenditures and daily time sheets).
Prepare objectives for the Fire & Rescue Branch for the subsequent operational period; provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning meeting.
Provide your relief with a briefing at shift change; inform him/ her of all on going activities, branch objectives for the next operational period, and any other pertinent information.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
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Fire Operations Unit Leader
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
1. Assist Incident Commanders in the field by providing coordination for mutual aid requests to and from the Operational Area Fire / Rescue Mutual Aid Coordinator, as appropriate.
2. Respond to requests for fire resources from the field in a timely manner, following established priorities ( life safety, protection of the environment, and protection of property).
Monitor and track fire resources utilized during the event.
4. Provide general support to field personnel as required.
Supervise the Fire Operations Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other appropriate files.
Establish and maintain radio or cell -phone communication with the Department Operations Center, or Fire & Rescue Branch at the Field Level.
Obtain regular status reports on the fire situation from the Department Operations Center or Fire & Rescue Branch at the Field Level.
Assess the impact of the disaster/ event on the City Fire Department' s operational capability.
Establish the objectives ofthe Fire Operations Unit based on the nature and severity of the disaster and provide them to the Fire & Rescue Branch Coordinator prior to the first Action Planning meeting.
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Provide fire status updates to the Fire & Rescue Branch Coordinator on a regular basis.
Evaluate and process all requests for fire Mutual Aid resources through the Operational Area Fire & Rescue Mutual Aid Coordinator.
If not addressed at the Incident Command Post or DOC, ensure that incident facilities are established ( staging areas, etc.) to coordinate incoming fire mutual aid resources, as required.
In conjunction with Planning/ Intelligence, determine if current and forecasted weather conditions will affect fire and rescue operations.
Inform the Fire & Rescue Branch Coordinator of all significant events that occur.
Coordinate with the Law Enforcement Branch to determine status of evacuations and shelter locations.
Assist in establishing camp facilities (or the use of commercial lodging) through the Logistics Section, if not addressed at the ICP or DOC.
Reinforce the use of proper procedures for media contacts.
Demobilization Phase:
Follow generic Demobilization Phase Checklist.
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Disaster Medical Unit Leader
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Ensure that all available disaster medical resources are identified and mobilized as required.
2. Provide assistance to Incident Command Posts and Department Operations Centers in establishing triage teams.
3. Determine the status of medical facilities within the affected area.
4. Coordinate the transportation of injured victims to appropriate medical facilities as required.
Supervise the disaster Medical Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain position logs and other necessary files.
Work closely with all Operations Section Branch Coordinators to determine the scope of disaster medical assistance required.
Determine the status and availability of medical mutual aid resources in the operational area; specifically paramedics and ambulances.
Establish radio or telephone communication with area hospitals and other medical facilities to determine their capability to treat disaster victims.
Determine status and availability of specialized treatment such as burn centers.
Assist the Search and Rescue Unit Leader in providing triage for extricated victims.
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Coordinate with the Logistics Section to acquire suitable transportation for injured victims as required or requested.
Establish and maintain communication with the Operational Area EOC and determine status and availability of medical resources.
Coordinate with the Logistics Section to obtain necessary supplies and equipment to support disaster medical operations in the field.
Inform the Fire & Rescue Branch Coordinator of all significant events.
Reinforce the use of proper procedures for media contacts. This is particularly critical in emergency medical situations where statistical information is requested by the media.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
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Search & Rescue Unit Leader
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Determine the scope of the search and rescue mission.
2. Assist in mobilizing Search and Rescue Teams at the request of City Department Operations Centers or Field Incident Commanders.
Provide search and rescue support as required to other emergency response agencies consistent with established priorities and objectives.
4. Ensure that deployed teams are provided with adequate support.
Supervise the Search & Rescue Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain position log and other appropriate files.
Work closely with all Operations Section Branch Coordinators to determine the scope of search and rescue assistance required.
Coordinate with the Fire and Rescue Branch Coordinator to determine missions for search and rescue teams based on established priorities.
Mobilize and deploy available search and rescue teams to locations within the City, or to other emergency response agencies within the Operational Area, in a manner consistent with established policies and priorities.
Establish radio or cell -phone communication with all deployed search and rescue team leaders to determine the scope of support required.
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Work closely with the Logistics Section to determine the status and availability of search and rescue resources in the Operational Area; specifically larger jurisdictions who have organized USAR teams.
Coordinate with the Law Enforcement Branch to determine availability of search dog units.
Coordinate with Construction and Engineering to provide on -site assistance with rescue operations at the request of team leaders.
Coordinate with the Disaster Medical Unit to provide on -site assistance to extricated victims requiring medical treatment.
Coordinate with the coroner' s unit to provide on -site assistance in managing fatalities at search locations.
Ensure that each team leader develops a safety plan for each assigned mission.
Monitor and track the progress and status of each search and rescue team.
Ensure that team leaders report all significant events.
Assist in establishing camp facilities ( or commercial lodging) for Search and Rescue Teams through the Logistics Section, if not addressed at the ICP or DOC.
Inform the Fire & Rescue Branch Coordinator of all significant events.
Reinforce the use of proper procedures for media contacts. This is particularly critical in instances where the media is seeking statistical information or personal identities of injured victims or fatalities.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
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Hazmat Unit Leader
Read This Entire Position Checklist Before Taking Action**** Responsibilities:
Determine the scope of hazardous materials incidents throughout the City.
Assist in mobilizing hazardous materials teams at the request of Department Operations Centers or Field Incident Commanders.
Request assistance from and / or provide hazardous materials support as required to Operational Area Emergency Response Agencies consistent with established priorities and objectives.
4. Ensure that deployed teams are provided with adequate support.
Supervise the Hazmat Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other appropriate files.
Work closely with all Operations Section Branch Coordinators to determine the scope of HazMat incident response required.
Coordinate with the Fire and Rescue Branch Coordinator to determine missions for HazMat teams based on established priorities.
Mobilize and deploy available HazMat teams to the Operational Area or to other emergency response agencies within the Operational Area, in a manner consistent with the Hazmat Mutual Aid System and established priorities.
Establish radio or cell -phone communication with all deployed HazMat teams to determine the scope of support required.
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Work closely with the Logistics Section to determine the status and availability of Hazmat Response Teams in the Operational Area.
Coordinate with construction and engineering to provide on -site assistance with HazMat operations at the request of team leaders.
Coordinate with the Disaster Medical Unit to determine medical facilities where victims of HazMat incidents can be transported following decontamination.
Coordinate with the Coroner' s Unit to provide on -site assistance in managing fatalities at HazMat scenes.
Monitor and track the progress and status of each HazMat team.
Ensure that Hazmat Team Leaders report all significant events.
Assist in establishing camp facilities ( or commercial lodging) for Hazmat teams through the Logistics Section, if not addressed at the ICP or DOC.
Inform the Fire & Rescue Branch Coordinator of all significant events.
Reinforce the use of proper procedures for media contacts. This is particularly critical in instances where the media is seeking technical information on the hazardous material, statistical information, or personal identities of injured victims or fatalities.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
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Law Enforcement Branch Coordinator
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Coordinate movement and evacuation operations during a disaster.
Alert and notify the public of the impending or existing emergency within the City.
Coordinate law enforcement and traffic control operations during the disaster.
4. Coordinate site security at incidents.
Coordinate Law Enforcement Mutual Aid requests from emergency response agencies through the Law Enforcement Mutual Aid Coordinator at the Operational Area EOC.
Supervise the Law Enforcement branch.
Activation Phase:
Follow the generic Activation Phase Checklist.
Based on the situation, activate the necessary Units within the Law Enforcement Branch:
Law Enforcement Operations Unit Coroner Unit
Contact and assist the Highland Operational Area EOC Law Enforcement and Coroner' s Mutual Aid Coordinator with the coordination of mutual aid resources requested or provided by the City of Highland.
Provide an initial situation report to the Operations Section Chief.
Based on the initial EOC strategic objectives, prepare objectives for the Law Enforcement Branch, and provide them to the Operations Section Chief prior to the first Action Planning meeting.
Operational Phase:
Ensure that Branch and Unit position logs and other appropriate files are maintained.
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Maintain current status on Law Enforcement missions being conducted in the City.
Provide the Operations Section Chief and the Planning/ Intelligence Section with an overall summary of Law Enforcement Branch operational periodically or as requested during the operational period.
On a regular basis, complete and maintain the Law Enforcement Branch Status Report.
Use RIMS Forms if available).
Refer all contacts with the media to the Public Information Branch.
Determine need for Law Enforcement Mutual Aid.
Determine need for Coroner' s Mutual Aid.
Ensure that all fiscal and administrative requirements are coordinated through the Finance/ Administration Section ( notification of any emergency expenditures and daily time sheets).
Prepare objectives for the Law Enforcement Branch for the subsequent Operations period; provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning Meeting.
Provide your relief with a briefing at shift change, informing him/ her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
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Law Enforcement Operations Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Coordinate City of Highland requests for Law Enforcement Mutual Aid Resources through the Highland Operational Area Law Enforcement Mutual Aid Coordinator.
Establish and maintain communication with Law Enforcement Branch Directors in the field or at the Department Operations Center ( DOC) if activated.
3. Respond to requests for Law Enforcement resources from the field in a timely manner, following established priorities (life safety, protection of the environment, and protection of property).
4. Monitor and track law enforcement resources utilized during the event.
5. Provide general support to field personnel as required.
6. Supervise the law enforcement operations unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other appropriate files.
Establish and maintain radio or cell -phone communication with the Department Operations Center, or Law Enforcement Branch Directors at the field level.
Obtain regular status reports on the law enforcement situation from the Department Operations Center or Law Enforcement Branch at the field level.
Assess the impact ofthe disaster/ event on the Police Department' s operational capability.
Establish the objectives of the Law Enforcement Operations Unit based on the nature and severity of the disaster and provide them to the Law Enforcement Branch Coordinator prior to the first Action Planning meeting.
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Ifthe Department Operations Center is not activated, ensure that the assignment of law enforcement resources are closely monitored and coordinated, and that on -scene time is logged at the field level.
If not addressed at the ICP or DOC, ensure that incident facilities are established ( staging areas etc.) to coordinate incoming law enforcement mutual aid resources, as required.
In conjunction with Planning/ Intelligence, determine if current and forecasted weather conditions will affect law enforcement operations.
Coordinate major evacuation activity with the Fire Operations Branch, as required.
Coordinate with the Care and Shelter Unit to establish suitable shelter locations and appropriate shelter facilities for evacuated population.
Assist in establishing camp facilities ( or commercial lodging) for law enforcement personnel, through the Logistics Section, if not addressed at the ICP or DOC.
Reinforce the use of proper procedures for media contacts.
Provide law enforcement status updates to the Law Enforcement Branch Coordinator on a regular basis.
Evaluate and process all requests for law enforcement resources through the Operational Area Law Enforcement Mutual Aid Coordinator.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City ofHighland Emergency Operations Plan 209
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Coroner Unit Leader
Read This Entire Position Checklist Before Taking Action**** Responsibilities:
At the direction of the Sheriff / Coroner, establish and oversee an interim system for managing fatalities resulting from the disaster / event.
2. At the direction ofthe Sheriff / Coroner, establish and oversee the operation oftemporary morgue facilities and maintain detailed records of information relative to each fatality.
3. Supervision of the Coroner Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other appropriate files.
Ensure that locations where fatalities are discovered are secured.
Ensure that fatality collection points are established and secured, as necessary.
Ensure that temporary morgue facilities are established in accordance with guidelines established by the Sheriff / Coroner.
Request Coroner' s Mutual Aid through the Sheriff / Coroner at the Operational Area EOC as required.
Procure, through logistics, all necessary fatalities management equipment and supplies, such as temporary cold storage facilities or vehicles, body bags, etc..
Coordinate with the Search & Rescue Unit To determine location and number of extricated fatalities.
Ensure that human remains are transported from fatality collection points to temporary morgue( s), if so, advised by the Sheriff / Coroner.
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Assist the Sheriff / Coroner with identification of remains and notification of next of kin as required.
In conjunction with local mortuaries and cemeteries, assist with the reburial of any coffins that were surfaced and / or disturbed as a result of the disaster.
Keep the Law Enforcement Branch Coordinator informed of Coroners Unit activities on a regular basis.
Inform the Law Enforcement Branch Coordinator and the Public Information Branchof the number of confirmed fatalities resulting from the disaster or event. ( NOTE: This information must be verified with the Sheriff / Coroner prior to release).
Ensure that all media contacts are referred to the Public Information Branch.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Highland Emergency Operations Plan 211
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Construction / Engineering Branch Coordinator
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Survey all utility systems, and restore systems that have been disrupted, including coordinating with utility service providers in the restoration of disrupted services.
2. Survey all public and private facilities, assessing the damage to such facilities, and coordinating the repair of damage to public facilities.
3. Survey all other infrastructure systems, such as streets and roads within the City.
4. Assist other sections, branches, and units as needed.
S. Supervise the Construction/ Engineering Branch.
Activation Phase:
Follow the generic Activation Phase Checklist.
Based on the situation, activate the necessary units within the Construction/ Engineering Branch:
Utilities Unit Damage/ Safety Assessment Unit
Public Works Unit
Contact and assist the Operational Area Public Works Mutual Aid Coordinator with the coordination of mutual aid resources, as necessary.
Provide an initial situation report to the Operations Section Chief.
Based on the initial EOC strategic objectives, prepare objectives for the Construction/ Engineering Branch and provide them to the Operations Section Chief prior to the first Action Planning meeting.
Operational Phase:
Ensure that branch and unit position logs and other necessary files are maintained.
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Maintain current status on all construction/ engineering activities being conducted in the City.
Ensure that damage and safety assessments are being carried out for both public and private facilities.
Request mutual aid as required through the Operational Area Publics Works Mutual Aid Coordinator.
Determine and document the status of transportation routes into and within affected areas.
Coordinate debris removal services as required.
Provide the Operations Section Chief and the Planning/ Intelligence Section with an overall summary of Construction/ Engineering Branch activities periodically during the operational period or as requested.
Ensure that all Utilities and Construction/ Engineering Status Reports, as well as the Initial Damage Estimation are completed and maintained. ( Utilize RIMS forms if available).
Refer all contacts with the media to the Public Information Branch.
Ensure that all fiscal and administrative requirements are coordinated through the Finance/ Administration Section ( notification of any emergency expenditures and daily time sheets).
Prepare objectives for the Construction/ Engineering Branch for the subsequent operations period; provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning meeting.
Provide your relief with a briefing at shift change, informing him/ her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City ofHighland Emergency Operations Plan 213
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Utilities Unit Leader
11 **** Read This Entire Position Checklist Before Takin Action **** Responsibilities:
Assess the status of utilities, provide Utility Status Reports as required.
Coordinate restoration of damaged utilities with utility representatives in the City EOC if present, or directly with Utility companies.
Supervise the Utilities Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Establish and maintain communications with the utility providers for the City.
Determine the extent of damage to utility systems in the City.
Coordinate with the Liaison Officer to ensure that agency representatives from affected utilities are available to respond to the City EOC.
Ensure that all information on system outages is consolidated and provided to the Situation Analysis Unit in the Planning/ Intelligence Section.
Ensure that support to utility providers is available as necessary to facilitate restoration of damaged systems.
Keep the Public Health Branch Coordinator informed of any damage to sewer and sanitation systems, as well as possible water contamination problems.
Keep the Construction/ Engineering Branch Coordinator informed of the restoration status.
Complete and maintain the Utilities Status Report ( Utilize RIMS forms if available).
City ofHighland Emergency Operations Plan 214
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Refer all contacts with the media to the Public Information Branch.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Highland Emergency Operations Plan 215
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Damage/ Safety Assessment Unit Leader
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
1. Collect initial damage/ safety assessment information from other branches/ units within the Operations Section.
2. If the disaster is winter storm, flood, or earthquake related, ensure that inspection teams have been dispatched to assess the condition of the Seven Oaks Dam.
Provide detailed damage/ safety assessment information to the Planning/ Intelligence Section, with associated loss damage estimates.
4. Maintain detailed records on damaged areas and structures.
Initiate requests for Engineers from the Highland Operational Area, to inspect structures and/ or facilities.
6. Supervise the Damage/ Safety Assessment Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Obtain initial damage/ safety assessment information from Fire & Rescue Branch, Law Enforcement Branch, Utilities Unit, and other branches/ units as necessary.
Coordinate with the American Red Cross, utility service providers, and other sources for additional damage/ safety assessment information.
Prepare detailed damage/ safety assessment information, including estimate of value of the losses, and provide to the Planning/ Intelligence Section.
Clearly label each structure and/ or facility inspected in accordance with ATC- 20 standards and guidelines.
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Maintain a list of structures and facilities requiring immediate inspection or engineering assessment.
Initiate all requests for engineers and building inspectors through the Operational Area EOC.
Keep the Construction/ Engineering Branch Coordinator informed of the inspection and engineering assessment status.
Refer all contacts with the media to the Public Information Branch.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City ofHighland Emergency Operations Plan 217
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Public Works Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Assist other Operation Section Branches by providing construction equipment and operators as necessary.
Provide heavy equipment assistance to the Damage/ Safety Assessment Unit as required.
Provide emergency construction and repair to damaged roadways. Assist with the repair of utility systems as required.
4. Providing flood -fighting assistance, such as sandbagging, rerouting waterways away from populated areas, and river, creek, or stream bed debris clearance.
Supervise the Public Works Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Ensure that appropriate staff are available to assist other emergency responders with the operation of heavy equipment, in coordination with the Logistics Section.
Ensure that engineering staff are available to assist the Damage/ Safety Assessment Unit in inspecting damaged structures and facilities.
As requested, direct staff to provide flood fighting assistance, clear debris from roadways and water ways, assist with utility restoration, and build temporary emergency structures as required.
Work closely with the Logistics Section to provide support and materiel as required.
Keep the Construction/ Engineering Branch Coordinator informed of unit status.
City of Highland Emergency Operations Plan 218
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Refer all contacts with the media to the Public Information Branch.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Highland Emergency Operations Plan 219
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Health and Welfare Branch Coordinator
11 **** Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Safeguard the public health of citizens in the City of Highland, by ensuring there is an ample supply of potable water, a functioning sanitation system, and vector controls are established, as required.
2. In coordination with volunteer and private agencies, provide clothing, shelter, and other mass care services as required, to disaster victims within the City of Highland.
3. Supervise the Health and Welfare Branch.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a Health and Welfare Unit position logs and other necessary files.
Ensure that all potable water supplies remain safe, and free from contaminates.
Ensure that sanitation systems are operating effectively and not contaminating water supplies.
Ensure that a vector control plan is established and implemented for the affected area( s).
Provide the Operations Section Chief and the Planning/ Intelligence Section with an overall summary of Health And Welfare Branch Operational periodically during the operations period or as requested.
Complete and maintain the Care & Shelter Status Reports ( utilizing RIMS forms if available).
Ensure that the Public Health Branch is available to assist the Coroner Unit in mitigating managing mass fatality situations.
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Ensure coordination of all mass care activities occurs with the Red Cross and other volunteer agencies as required.
Prepare objectives for the Health and Welfare Branch for the subsequent operations period; provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning meeting.
Refer all contacts with the media to the Public Information Branch.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City ofHighland Emergency Operations Plan 221
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Care & Shelter Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Coordinate directly with the American Red Cross and other volunteer agencies to provide food, potable water, clothing, shelter and other basic needs as required to disaster victims within the City.
2. Assist the American Red Cross with inquiries and registration services to reunite families or respond to inquiries from relatives or friends.
3. Assist the American Red Cross with the transition from mass care to separate family/ individual housing.
4. Supervise the Care & Shelter Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain your position log and other necessary files.
Coordinate with the Liaison Officer to request an Agency Representative from the American Red Cross. Work with the Agency Representative to coordinate all shelter and congregate care activity.
Establish communications with other volunteer agencies to provide clothing and other basic life sustaining needs.
Ensure that each activated shelter meets the requirements as described under the Americans With Disabilities Act.
Assist the American Red Cross in staffing and managing the shelters to the extent possible.
In coordination with the American Red Cross, activate an inquiry registry service to reunite families and respond to inquiries from relatives or friends.
City of Highland Emergency Operations Plan 222
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Assist the American Red Cross with the transition from operating shelters for displaced persons to separate family/ individual housing.
Complete and maintain the Care and Shelter Status Report Form ( utilize RIMS forms if available).
Refer all contacts with the media to the Public Information Branch.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Highland Emergency Operations Plan 223
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Public Health Unit Leader
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
1. Assess the status and availability of potable water within the City
2. Assess the status of the sanitation system within the City.
3. Inspect and assess emergency supplies such as foodstuffs and other consumables for purity and utility.
4. Assess the need for a vector control plan for the affected disaster area( s) within the City.
5. Supervise the Public Health Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Coordinate with the Utilities Unit Leader to determine current status of water and sanitation systems.
If systems are damaged, request assistance from Highland County Public Health to assess drinking water quality and potential health risks from ruptured sewer / sanitation systems.
Develop a distribution system for drinking water throughout the City as required.
Contact and coordinate with the Logistics Section, to obtain chemical ( portable) toilets and other temporary facilities for the disposal of human waste and other infected waste.
Inspect emergency supplies to be used in the EOC or by field emergency responders, such as foodstuffs, drugs, and other consumables for purity and utility.
Determine the need for vector control, and coordinate with Highland County Public Health for Vector control services as required.
City ofHighland Emergency Operations Plan 224
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Inform the Health & Welfare Branch Coordinator on all activities of the Public Health Unit periodically during the operational period, or as requested.
Refer all contacts with the media to the Public Information Branch.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City ofHighland Emergency Operations Plan 225
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City of Highland EOC
Planning/ Intelligence
Section
Position Checklists
City of Highland Emergency Operations Plan 226
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Planning/ Intelligence Section Chief
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Ensure that the following responsibilities of the Planning/ Intelligence Section are addressed as required:
Collecting, analyzing, and displaying situation information, Preparing periodic Situation Reports,
Preparing and distributing the EOC Action Plan and facilitating the Action Planning meeting,
Conducting Advance Planning activities and report,
Providing technical support services to the various EOC sections and branches, and documenting and maintaining files on all EOC activities.
2. Establish the appropriate level of organization for the Planning/ Intelligence Section.
3. Exercise overall responsibility for the coordination of branch/ unit activities within the section.
4. Keep The EOC Director informed of significant issues affecting the Planning/ Intelligence Section.
S. In coordination with the other Section Chiefs, ensure that Branch Status Reports are completed and utilized as a basis for Situation Status Reports, and the EOC Action Plan.
6. Supervise the Planning/ Intelligence Section.
Activation Phase:
Follow the generic Activation Phase Checklist.
Ensure that the Planning/ Intelligence Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards.
Based on the situation, activate branches within section as needed and designate Branch or Unit Leaders for each element:
Situation Analysis Unit Advance Planning Unit
City ofHighland Emergency Operations Plan 227
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Documentation Unit Technical Services Unit
Request additional personnel for the section as necessary to maintain a 24- hour operation.
Establish contact with the Operational Area EOC when activated and coordinate Situation Status Reports with their Planning/ Intelligence Section.
Meet with Operations Section Chief, obtain and review any major incident reports.
Review responsibilities of branches in section; develop plans for carrying out all responsibilities.
Make a list of key issues to be addressed by Planning/ Intelligence; in consultation with section staff, identify objectives to be accomplished during the initial Operational Period.
Keep the EOC Director informed of significant events.
Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur.
Operational Phase:
Ensure that Planning/ Intelligence position logs and other necessary files are maintained.
Ensure that The Situation Analysis Unit is maintaining current information for the situation status report.
Ensure that major incidents reports and branch status reports are completed by the Operations Section and are accessible by Planning Intelligence ( Utilize RIMS forms if available).
Ensure that a situation status report is produced and distributed to EOC Sections and Operational Area EOC at least once, prior to the end of the operational period.
Ensure that all status boards and other displays are kept current and that posted information is neat and legible.
Ensure that the Public Information Branch has immediate and unlimited access to all status reports and displays.
Conduct periodic briefings with section staff and work to reach consensus among staff on section objectives for forthcoming operational periods.
City ofHighland Emergency Operations Plan 228
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Facilitate the EOC Director' s Action Planning meetings approximately two hours before the end of each operational period.
Ensure that objectives for each section are completed , collected and posted in preparation for the next Action Planning meeting.
Ensure that the EOC Action Plan is completed and distributed prior to the start of the next operational period.
Work closely with each branch/ unit within the Planning/ Intelligence Section to ensure the section objectives, as defined in the current EOC Action Plan are being addressed.
Ensure that the advance planning unit develops and distributes a report which highlights forecasted events or conditions likely to occur beyond the forthcoming operational period; particularly those situations which may influence the overall strategic objectives of the City EOC.
Ensure that the Documentation Unit maintains files on all EOC activities and provides reproduction and archiving services for the EOC, as required.
Provide technical services, such as energy advisors and other technical specialists to all EOC sections as required.
Ensure that fiscal and administrative requirements are coordinated through the Finance/ Administration Section.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Highland Emergency Operations Plan 229
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Situation Analysis Unit Leader
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Oversee the collection, organization, and analysis of disaster situation information.
Ensure that information collected from all sources is validated prior to posting on status boards.
3. Ensure that situation status reports are developed utilizing RIMS forms, for dissemination to EOC staff and also to the Operational Area EOC.
4. Ensure that an EOC Action Plan is developed ( utilizing RIMS form) for each operational period, based on objectives developed by each EOC Section.
5. Ensure that all maps, status boards and other displays contain current and accurate information.
6. Supervise Situation Analysis Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Ensure there are adequate staff available to collect and analyze incoming information, maintain the Situation Status Report on RIMS, and facilitate the Action Planning process.
Prepare Situation Analysis Unit objectives for the initial Action Planning meeting.
Operational Phase:
Ensure position logs and other necessary files are maintained.
Oversee the collection and analysis of all event/ or disaster related information.
Oversee the preparation and distribution of the Situation Status Report ( utilizing RIMS forms if available). Coordinate with the Documentation Unit for manual distribution and reproduction as required.
City ofHighland Emergency Operations Plan 230
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Ensure that each EOC Section provides the Situation Analysis Unit with Branch Status Reports, ( utilizing RIMS forms), on a regular basis.
Meet with the Public Information Branch Coordinator to determine the best method for ensuring access to current information.
Prepare a situation summary for the EOC Action Planning meeting.
Ensure each section provides their objectives at least 30 minutes prior to each Action Planning meeting.
Convene and facilitate the Action Planning meeting following the meeting process guidelines. (attachment)
In preparation for the Action Planning meeting, ensure that all EOC objectives are posted on chart paper, and that the meeting room is set up with appropriate equipment and materials ( easels, markers, sit stat reports, etc.)
Following the meeting, ensure that the Documentation Unit publishes and distributes the Action Plan prior to the beginning of the next operational period.
Ensure that adequate staff are assigned to maintain all maps, status boards and other displays.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Highland Emergency Operations Plan 231
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Documentation Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Collect, organize and file all completed event or disaster related forms, to include: all EOC position logs, situation status reports, EOC Action Plans and any other related information, just prior to the end of each operational period.
Provide document reproduction services to EOC staff.
Distribute the City of Highland EOC situation status reports, EOC Action Plan, and other documents, as required.
4. Maintain a permanent electronic archive of all situation reports and Action Plans associated with the event or disaster.
Assist the EOC Coordinator in the preparation and distribution of the After -action Report.
6. Supervise the Documentation Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Maintain a position log.
Meet with the Planning/ Intelligence Section Chief to determine what EOC materials should be maintained as official records.
Meet with the Recovery Unit Leader to determine what EOC materials and documents are necessary to provide accurate records and documentation for recovery purposes.
Initiate and maintain a roster of all activated EOC positions to ensure that position logs are accounted for and submitted to the Documentation Unit at the end of each shift.
Reproduce and distribute the Situation Status Reports and Action Plans. Ensure distribution is made to the Operational Area EOC.
City of Highland Emergency Operations Plan 232
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Keep extra copies of reports and plans available for special distribution as required.
Set up and maintain document reproduction services for the EOC.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City ofHighland Emergency Operations Plan 233
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Advance Planning Unit Leader
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Development of an Advance Plan consisting of potential response and recovery related issues likely to occur beyond the next operational period, generally within 36 to 72 hours.
Review all available status reports, Action Plans, and other significant documents.
Determine potential future impacts of the event or disaster; particularly issues which might modify the overall strategic EOC objectives.
Provide periodic briefings for the EOC Director and General Staff addressing Advance Planning issues.
4. Supervise the Advance Planning Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Maintain a position log.
Monitor the current situation report to include recent updates.
Meet individually with the general staff and determine best estimates of the future direction & outcomes of the event or disaster.
Develop an Advance Plan identifying future policy related issues, social and economic impacts, significant response or recovery resource needs, and any other key issues likely to affect EOC operations within a 36 to 72 hour time frame.
Submit the Advance Plan to the Planning Intelligence Chief for review and approval prior to conducting briefings for the General Staff and EOC Director.
Review Action Planning objectives submitted by each section for the forthcoming operational period. In conjunction with the general staff, recommend a transition strategy to the EOC Director when EOC activity shifts predominately to recovery operations.
City ofHighland Emergency Operations Plan 234
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Demobilization Phase:
0 Follow the generic Demobilization Phase Checklist.
City ofHighland Emergency Operations Plan 235
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Technical Services Unit Leader
Read This Entire Position Checklist Before Taking Action**** Responsibilities:
1. Provide technical observations and recommendations to the City EOC in specialized areas, as required.
2. Ensure that qualified specialists are available in the areas required by the particular event or disaster.
3. Supervise the Technical Services Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Maintain a position log and other necessary files.
Coordinate with the Logistics Section to ensure that technical staff are located and mobilized.
Assign technical staff to assist other EOC Sections in coordinating specialized areas of response or recovery.
Assign technical staff to assist the Logistics Section with interpreting specialized resource capability and requests.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Highland Emergency Operations Plan 236
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Demobilization Unit Leader
Read This Entire Position Checklist Before Takin Action **** Responsibilities:
Develop a Demobilization Plan for the EOC based on a review of all pertinent planning documents, and status reports.
Supervise personnel assigned to the Demobilization Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Monitor the current situation report to include recent updates.
Meet individually with the general staff and administer the section worksheet for the Demobilization Plan.
Meet with the EOC Director and administer the EOC Director' s worksheet for the Demobilization Plan.
Utilizing the worksheets, develop a draft Demobilization Plan and circulate to the EOC Director and General Staff for review.
Finalize the Demobilization Plan for approval by the EOC Director.
Demobilization planning must occur at least once during the operational period for as long as EOC Sections are formally staffed.
Advise all Section Chiefs to ensure that demobilized staff complete all reports, time sheets, and exit surveys in coordination with the personnel unit prior to leaving the EOC.
City ofHighland Emergency Operations Plan 237
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City of Highland EOC
Logistics Section
Position Checklists
City ofHighland Emergency Operations Plan 238
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Logistics Section Chief
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Ensure the Logistics function is carried out in support of the City EOC. This function includes providing communication services, resource tracking; acquiring equipment, supplies, personnel, facilities, and transportation services; as well as arranging for food, lodging, and other support services as required.
Establish the appropriate level of branch and/ or unit staffing within the Logistics Section, continuously monitoring the effectiveness of the organization and modifying as required.
Ensure section objectives as stated in the EOC Action Plan are accomplished within the operational period or within the estimated time frame.
4. Coordinate closely with the Operations Section Chief to establish priorities for resource allocation to activated Incident Commands within the City.
Keep the EOC Director informed of all significant issues relating to the Logistics Section.
Supervise the Logistics Section.
Activation Phase:
Follow the generic Activation Phase Checklist.
Ensure the Logistics Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps, status boards, vendor references, and other resource directories.
0 11
Based on the situation, activate branches/ units within section as needed and designate Branch and Unit Leaders for each element:
Communications Branch
Transportation Unit
Supply/ Procurement Unit
Personnel Unit
Facilities Unit
Resource Status Unit
Mobilize sufficient section staffing for 24-hour operations.
City ofHighland Emergency Operations Plan 239
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Establish communications with the Logistics Section at the Operational Area EOC if activated.
Advise Branches and Units within the section to coordinate with appropriate branches in the Operations Section to prioritize and validate resource requests from Incident Command Posts in the field. This should be done prior to acting on the request.
Meet with the EOC Director and General Staff and identify immediate resource needs.
Meet with the Finance/ Administration Section Chief and determine level of purchasing authority for the Logistics Section.
Assist branch and Unit Leaders in developing objectives for the section as well as plans to accomplish their objectives within the first operational period, or in accordance with the Action Plan.
Provide periodic Section Status Reports to the EOC Director.
Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur.
Operational Phase:
Ensure that Logistic Section position logs and other necessary files are maintained.
Meet regularly with section staff and work to reach consensus on section objectives for forthcoming operational periods.
Provide the Planning/ Intelligence Section Chief with the Logistics Section objectives at least 30 minutes prior to each Action Planning meeting.
Attend and participate in EOC Action Planning meetings.
Ensure that the Supply/ Procurement Unit coordinates closely with the Purchasing Unit in the Finance/ Administration Section, and that all required documents and procedures are completed and followed.
Ensure that transportation requirements, in support of response operations, are met.
Ensure that all requests for facilities and facility support are addressed.
City ofHighland Emergency Operations Plan 240
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Ensure that all City resources are tracked and accounted for, as well as resources ordered through Mutual Aid.
Provide section staff with information updates as required.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Highland Emergency Operations Plan 241
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Communications Branch Coordinator
11 **** Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Ensure radio, telephone, and computer resources and services are provided to EOC staff as required.
2. Oversee the installation of communications resources within the City EOC. Ensure that a communications link is established with the Operational Area EOC.
3. Determine specific computer requirements for all EOC positions.
4. Implement RIMS if available, for internal information management to include message and e- mail systems.
5. Ensure that the EOC Communications Center is established to include sufficient frequencies to facilitate operations, and that adequate communications operators are available for 24- hour coverage.
6. Develop and distribute a Communications Plan which identifies all systems in use and lists specific frequencies allotted for the event or disaster.
Supervise the communications branch.
Activation Phase:
Follow the generic Activation Phase Checklist.
Based on the situation, activate the necessary units within the Communications Branch:
Communications Unit Information Systems Unit
Prepare objectives for the Communications Branch; provide them to the Logistics Section Chief prior to the initial Action Planning meeting.
Operational Phase:
Ensure that communication branch position logs and other necessary files are maintained.
City of Highland Emergency Operations Plan 242
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Keep all sections informed of the status of communications systems, particularly those that are being restored.
Coordinate with all EOC sections/ branches/ units regarding the use of all communication systems.
Ensure that the EOC Communications Center is activated to receive and direct all event or disaster related communications to appropriate destinations within the EOC.
Ensure that adequate communications operators are mobilized to accommodate each discipline on a 24- hour basis or as required.
Ensure that RIMS Communications links, if available, are established with the Operational Area EOC.
Ensure that communications links are established with activated EOC within the Operational Area, as appropriate.
Continually monitor the operational effectiveness of EOC communications systems.
Provide additional equipment as required.
Ensure that technical personnel are available for communications equipment maintenance and repair.
Mobilize and coordinate amateur radio resources to augment primary communications systems as required.
Keep the Logistics Section Chief informed of the status of communications systems.
Prepare objectives for the Communications Branch; provide them to the Logistics Section Chief prior to the next Action Planning meeting.
Refer all contacts with the media to the Public Information Branch.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City ofHighland Emergency Operations Plan 243
2023
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Communications Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Install, activate, and maintain telephone and radio systems for the Highland City EOC.
2. Assist EOC positions in determining appropriate numbers of telephones and other communications equipment required to facilitate operations.
3. Acquire radio frequencies as necessary to facilitate operations.
4. Assign Amateur Radio Operators as needed to augment primary communications networks.
Supervise the EOC Communications Center and the Communications Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Continually monitor and test the activated radio and telephone systems. Keep the Communications Branch Coordinator informed of system failures and restoration activities.
Develop instructional guidance for use of radios and telephones and conduct training sessions for EOC staff as necessary.
Meet periodically with the Operations Section Branches to ensure that their radio frequencies are adequate. Make modifications as necessary to maintain their operational capability.
Coordinate with Pacific Bell Telephone Company in the City to obtain portable telephone banks, as necessary.
Refer all contacts with the media to the Public Information Branch.
City of Highland Emergency Operations Plan 244
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Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Highland Emergency Operations Plan 245
2023
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Information Systems Unit Leader
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Install, activate, and maintain information systems for the City of Highland EOC.
Assist EOC positions in determining appropriate types and numbers of computers and computer applications required to facilitate operations.
3. Install RIMS, if available, on all computers for internal information management to include message and e- mail systems.
4. Supervise the Information Systems Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Continually monitor and test RIMS if available and ensure automated information links with the Operational Area EOC are maintained.
Keep the Communications Branch Coordinator informed of system failures and restoration activities.
Develop instructional guidance for use of computers and computer programs such as RIMS. Be prepared to conduct training sessions for EOC staff, as necessary.
Request additional computer equipment as required through the Communications Branch Coordinator.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City ofHighland Emergency Operations Plan 246
2023
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Transportation Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action **** Responsibilities:
1. In coordination with the Construction/ Engineering Branch Coordinator, and the Situation Analysis Unit, develop a transportation plan to support EOC operations.
2. Arrange for the acquisition or use of required transportation resources.
3. Supervise the Transportation Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Routinely coordinate with the Situation Analysis Unit to determine the status of transportation routes in and around the City.
Routinely coordinate with the Construction/ Engineering Branch Coordinator to determine progress of route recovery operations.
Develop a Transportation Plan which identifies routes of ingress and egress; thus, facilitating the movement of response personnel, the affected population, and shipment of resources and materiel.
Establish contact with local transportation agencies and schools to establish availability of equipment and transportation resources for use in evacuations and other operations as needed.
Keep the Logistics Section Chief informed of significant issues affecting the Transportation Unit.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City ofHighland Emergency Operations Plan 247
2023
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Personnel Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Provide personnel resources as requested in support of the EOC and Field Operations.
2. Identify, recruit, and register volunteers as required.
3. Develop an EOC organization chart.
4. Supervise the Personnel Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain personal log and other necessary files.
In conjunction with the Documentation Unit, develop a large poster size EOC organization chart depicting each activated position. Upon check in, indicate the name of the person occupying each position on the chart. The chart should be posted in a conspicuous place, accessible to all EOC personnel.
Coordinate with the Liaison Officer and Safety Officer to ensure that all EOC staff to include volunteers, receive a current situation and safety briefing upon check -in.
Establish communications with volunteer agencies and other organizations that can provide personnel resources.
Coordinate with the Highland Operational Area EOC to activate the Emergency Management Mutual Aid System ( EMMA), if required.
Process all incoming requests for personnel support. Identify the number of personnel, special qualifications or training, where they are needed and the person or unit they should report to upon arrival. Determine the estimated time of arrival of responding personnel, and advise the requesting parties accordingly.
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maintain a status board or other reference to keep track of incoming personnel resources.
Coordinate with the Liaison Officer and Security Officer to ensure access, badging or identification, and proper direction for responding personnel upon arrival at the EOC.
Assist the Fire Rescue Branch and Law Enforcement Branch with ordering of mutual aid resources as required.
To minimize redundancy, coordinate all requests for personnel resources from the field level through the EOC Operations Section prior to acting on the request.
In coordination with the Safety Officer, determine the need for crisis counseling for emergency workers; acquire mental health specialists as needed.
Arrange for childcare services for EOC personnel as required.
Establish registration locations with sufficient staff to register volunteers and issue them disaster service worker identification cards.
Keep the Logistics Section Chief informed of significant issues affecting the Personnel Unit.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Highland Emergency Operations Plan 249
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Supply/ Procurement Unit Leader
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
1. Oversee the procurement and allocation of supplies and materiel not normally provided through mutual aid channels.
2. Coordinate procurement actions with the Finance / Administration Section.
3. Coordinate delivery of supplies and materiel as required.
4. Supervise the Supply/ Procurement Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Determine if requested types and quantities of supplies and materiel are available in City inventory.
Determine procurement spending limits with the Purchasing Unit in Finance/ Administration. Obtain a list of pre -designated emergency purchase orders as required.
Whenever possible, meet personally with the requesting party to clarify types and amount of supplies and materiel, and also verify that the request has not been previously filled through another source.
In conjunction with the Resource Status Unit, maintain a status board or other reference depicting procurement actions in progress and their current status.
Determine if the procurement item can be provided without cost from another jurisdiction or through the Operational Area.
Determine unit costs of supplies and materiel, from suppliers and vendors and if they will accept purchase orders as payment, prior to completing the order.
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Orders exceeding the purchase order limit must be approved by the Finance/ Administration Section before the order can be completed.
If vendor contracts are required for procurement of specific resources or services, refer the request to the Finance/ Administration Section for development of necessary agreements.
Determine if the vendor or provider will deliver the ordered items. If delivery services are not available, coordinate pick up and delivery through the Transportation Unit.
In coordination with the Personnel Unit, provide food and lodging for EOC staff and volunteers as required. Assist field level with food services at camp locations as requested.
Coordinate donated goods and services from community groups and private organizations.
Set up procedures for collecting, inventorying, and distributing usable donations.
Keep the Logistics Section Chief informed of significant issues affecting the Supply/ Procurement Unit.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City ofHighland Emergency Operations Plan 251
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Facilities Unit Leader
Read This Entire Position Checklist Before Takin Action **** Responsibilities:
Ensure that adequate essential facilities are provided for the response effort, including securing access to the facilities and providing staff, furniture, supplies, and materials necessary to configure the facilities in a manner adequate to accomplish the mission.
2. Ensure acquired buildings, building floors, and or workspaces are returned to their original state when no longer needed.
3. Supervise the facilities unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Work closely with the EOC Coordinator and other sections in determining facilities and furnishings required for effective operation of the EOC.
Coordinate with branches and units in the Operations Section to determine if assistance with facility acquisition and support is needed at the field level.
Arrange for continuous maintenance of acquired facilities, to include ensuring that utilities and restrooms are operating properly.
If facilities are acquired away from the EOC, coordinate with assigned personnel and designate a Facility Manager.
Develop and maintain a status board or other reference which depicts the location of each facility; a general description of furnishings, supplies and equipment at the site; hours of operation, and the name and phone number ofthe Facility Manager.
Ensure all structures are safe for occupancy and that they comply with ADA requirements.
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As facilities are vacated, coordinate with the facility manager to return the location to its original state. This includes removing and returning furnishings and equipment, arranging for janitorial services, and locking or otherwise securing the facility.
Keep the Logistics Section Chief informed of significant issues affecting the facilities unit.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City ofHighland Emergency Operations Plan 253
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Resource Status Unit Leader
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Coordinate with the other units in the Logistics Section to capture and centralize resource status information.
2. Develop and maintain resource status boards in the Logistics Section.
3. Supervise the Resource Status Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Coordinate closely with all units in the Logistics Section particularly Supply/ Procurement, personnel, and transportation.
As resource requests are received in the Logistics Section, post the request on a status board, and track the progress of the request until filled.
Status boards should track requests by providing at a minimum, the following information: date & time of the request, items requested, priority designation, time the request was processed and estimated time of arrival or delivery to the requesting party.
Work closely with other logistics units and assist in notifying requesting parties of the status of their resource request. This is particularly critical in situations where there will be delays in filling the request.
An additional status board may be developed to track resource use by the requesting party. Information categories might include the following: actual arrival time of the resource, location of use, and an estimate of how long the resource will be needed.
Keep in mind that it is generally not necessary to track mutual aid resources unless they are ordered through the Logistics Section.
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Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
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City of Highland EOC
Finance/
Administration
Section
Position Checklists
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Finance/ Administration Section Chief
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
1. Ensure that all financial records are maintained throughout the event or disaster.
2. Ensure that all on -duty time is recorded for all City emergency response personnel.
3. Ensure that all on -duty time sheets are collected from Field Level Supervisors or Incident Commanders and their staffs.
4. Ensure there is a continuum of the payroll process for all City employees responding to the event or disaster.
5. Determine purchase order limits for the procurement function in Logistics.
6. Ensure that workers' compensation claims, resulting from the response are processed within a reasonable time, given the nature of the situation.
Ensure that all travel and expense claims are processed within a reasonable time, given the nature of the situation.
Provide administrative support to all EOC Sections as required, in coordination with the Personnel Unit.
9. Activate units within the Finance/ Administration Section as required; monitor section activities continuously and modify the organization as needed.
10. Ensure that all recovery documentation is accurately maintained during the response and submitted on the appropriate forms to the Federal Emergency Management Agency FEMA) and/ or the Governor' s Office of Emergency Services.
11. Supervise the Finance/ Administration Section.
Activation Phase:
Follow the generic Activation Phase Checklist.
Ensure that the Finance/ Administration Section is set up properly and that appropriate personnel, equipment, and supplies are in place.
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I
n
Based on the situation, activate units within section as needed and designate Branch Coordinators for each element:
Time Keeping Unit
Purchasing Unit
Compensation & Claims Unit
Recovery Unit
Ensure that sufficient staff are available for a 24- hour schedule, or as required.
Meet with the Logistics Section Chief and review financial and administrative support requirements and procedures; determine the level of purchasing authority to be delegated to Logistics Section.
Meet with all Unit Leaders and ensure that responsibilities are clearly understood.
In conjunction with Unit Leaders, determine the initial Action Planning objectives for the first operational period.
Notify the EOC Director when the Finance/ Administration Section is operational.
Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur.
Operational Phase:
Ensure that Finance/ Administration position logs and other necessary files are maintained.
Ensure that displays associated with the Finance/ Administrative Section are current, and that information is posted in a legible and concise manner.
Participate in all Action Planning meetings.
Brief all Unit Leaders and ensure they are aware of the EOC objectives as defined in the Action Plan.
Keep the EOC Director, General Staff, and elected officials aware of the current fiscal situation and other related matters, on an on -going basis.
Ensure that the Recovery Unit maintains all financial records throughout the event or disaster.
Ensure that the Time Keeping Unit tracks and records all agency staff time.
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In coordination with the Logistics Section, ensure that the Purchasing Unit processes purchase orders and develops contracts in a timely manner.
Ensure that the Compensation & Claims Unit processes all workers' compensation claims, resulting from the disaster, in a reasonable timeframe, given the nature of the situation.
Ensure that the Time -Keeping Unit processes all time -sheets and travel expense claims promptly.
Ensure that the Finance/ Administration Section provides administrative support to other EOC Sections as required.
Ensure that all recovery documentation is accurately maintained by the Recovery Unit during the response and submitted on the appropriate forms to Federal Emergency Management Agency ( FEMA) and/ or the Governor' s Office of Emergency Services.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Highland Emergency Operations Plan 259
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Time Keeping Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Track, record, and report all on -duty time for personnel working during the event or disaster.
2. Ensure that personnel time records, travel expense claims and other related forms are prepared and submitted to county budget and payroll office.
4. Supervise the time keeping unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain position logs and other necessary files.
Initiate, gather, or update time reports from all personnel, to include volunteers assigned to each shift; ensure that time records are accurate and prepared in compliance with City policy.
Obtain complete personnel rosters from the Personnel Unit. Rosters must include all EOC Personnel as well as personnel assigned to the field level.
Provide instructions for all supervisors to ensure that time sheets and travel expense claims are completed properly and signed by each employee prior to submitting them.
Establish a file for each employee or volunteer within the first operational period; to maintain a fiscal record for as long as the employee is assigned to the response.
Keep the Finance/ Administration Section Chief informed of significant issues affecting the Time -Keeping Unit.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Highland Emergency Operations Plan 260
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Compensation and Claims Unit Leader
11 **** Read This Entire Position Checklist Before Takin Action **** Responsibilities:
Oversee the investigation of injuries and property / equipment damage claims involving the City, arising out of the event or disaster.
Complete all forms required by worker' s compensation program.
Maintain a file of injuries and illnesses associated with the event or disaster which includes results of investigations.
4. Supervise the Compensation and Claims Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Maintain a chronological log of injuries and illnesses, and property damage reported during the event or disaster.
Investigate all injury and damage claims as soon as possible.
Prepare appropriate forms for all verifiable injury claims and forward them to Workmen' s Compensations within the required time -frame consistent with City Policy & Procedures.
Coordinate with the Safety Officer regarding the mitigation of hazards.
Keep the Finance/ Administration Chief informed of significant issues affecting the Compensation and Claims Unit.
Forward all equipment or property damage claims to the Recovery Unit.
Demobilization Phase:
City ofHighland Emergency Operations Plan 261
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Follow the generic Demobilization Phase Checklist.
City of Highland Emergency Operations Plan 262
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Purchasing Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action **** Responsibilities:
1. Coordinate vendor contracts not previously addressed by existing approved vendor lists.
2. Coordinate with Supply/ Procurement Unit on all matters involving the need to exceed established purchase order limits.
3. Supervise the Purchasing Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain position logs and other necessary files.
Review the City' s emergency purchasing procedures.
Prepare and sign contracts as needed; obtain concurrence from the Finance/ Administration Section Chief.
Ensure that all contracts identify the scope of work and specific site locations.
Negotiate rental rates not already established, or purchase price with vendors as required.
Admonish vendors as necessary, regarding unethical business practices, such as inflating prices or rental rates for their merchandise or equipment during disasters.
Finalize all agreements and contracts, as required.
Complete final processing and send documents to Budget and Payroll for payment.
Verify costs data in the pre -established vendor contracts and/ or agreements.
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In coordination with the Logistics Section, ensure that the Purchasing Unit processes purchase orders and develops contracts in a timely manner.
Keep the Finance/ Administration Section Chief informed of all significant issues involving the Purchasing Unit.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
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Recovery Unit Leader
Read This Entire Position Checklist Before Taking Action **** Responsibilities:
Collect and maintain documentation of all disaster information for reimbursement from the Federal Emergency Management Agency ( FEMA) and/ or the Governor' s Office of Emergency Services.
Coordinate all fiscal recovery with disaster assistance agencies.
3. Prepare and maintain a cumulative cost report for the event or disaster.
4. Supervise the Recovery Unit and all recovery operations.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain position log and other necessary files.
In conjunction with Budget Office, compute costs for use of equipment owned, rented, donated or obtained through mutual aid.
Obtain information from the Resources Status Unit regarding equipment use times.
Ensure that the Budget Office establishes a disaster accounting system, to include an exclusive cost code for disaster response.
Ensure that each section is documenting cost recovery information from the onset of the event or disaster; collect required cost recovery documentation daily at the end of each shift.
Meet with the Documentation Unit Leader and review EOC Position logs, journals, all status reports and Action Plans to determine additional cost recovery items that may have been overlooked.
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Act as the liaison for the City of Highland EOC, with the county and other disaster assistance agencies; to coordinate the cost recovery process.
Prepare all required state and federal documentation as necessary to recovery all allowable disaster response and recovery costs.
Contact and assist Incident Commanders, and obtain their cumulative cost totals for the event or disaster, on a daily basis.
Prepare and maintain a cost report for the Finance/ Administration Chief, EOC Director, and City Council. The report should provide cumulative analyses, summaries, and total disaster / event related expenditures for the City.
Organize and prepare records for final audit.
Assist the EOC Coordinator and Planning/ Intelligence Section with preparation of the After -Action Report.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
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16. 9 Attachment I - Contact List
Hired Equipment Management System
Unit ERD
For SAN BERNARDINO Contract Period 05/ 01/ 2020 to 04/ 30/ 2023 Printed on 08/ 13/ 2020 at 12: 08
Source: Production
r
4 WM KANAYAN CONSTRUCTION, INC SAN BERNARDINO DVBE: YES CSS: YES ( 760) 953- 2776 Qty: 1 Year. 2005 Make: CATERPILLAR Model:
Sae: UNIT # SH-50 Serial #: DSL00388 446D BH- 50 VIN #:
Remarks:
Qty 1 Year. 2005 Make: CATERPILLAR Model:
Size: UNIT # 81-1- 40 Serial AT: DSL00590 446D 811-40 VAN #:
Remarks:
BACKHOE,. 0
WM KANAYAN CONSTRUCTION, INC SAN BERNARDINO DVBE: YES CSS: YES ( 760) 953. 2776 0ty: 1 Year, 2005 Make: CASE Model:
Size: UNIT # SH-30 Serial #: JJG0373862 580D SH- 30 VIN #:
Remarks:
CARRYALL, 4X2 314 TON
INLAND EQUIPMENT HIGHLAND DVBE: YES CSB: YES ( 909) 709. 1130 Qty: 1 Year. 2002 Make: FORD Model:
Sae: 3/4 TON, 2X4, 4 DOOR P/ U Serial #: F250 VIN #: 1FTNW20F92EC45132 Remarks: 3/ 4TON, 2X4, 4 DOOR PIU
CHAINSAW REPAIR • raPERSON)
PO 13AHN & SONS INC SANTA MONICA DVBE: YES CSB: YES ( 888) 285- 5240 QAy: 1 Year. 2007 Make: THOR Model:
Size: Serial #: VORTEX VIN #: 4XTFS393385C569887
Remarks:
Qty. 1 Year: 2017 Make: HAUKMARK Model:
Size: Serial #: EDGE VIN #: 675GS2423HT333142
Remarks:
City ofHighland Emergency Operations Plan 267
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SUP
O.
COBALT EQUIPMENT, INC VALENCIA DVBE: YES CSB: YES ( 800) 54" 112 Qtyl 0 Year: Make: Model:
Size: 11" X17" COLOR COPIES AT: Serial #: 11X17 COLOR COI VIN M Remarks:
Qty: 0 Year. Make: Model:
Size: 8.5" X i 1- LAMINATION W151 Serial #: 8.5' 9C11" LAMINATI VIN#:
Remarks:
Qly: 0 Year. Make: Model:
Size: ir X 17" LIMINATION 3M/ 5M Serial #: 11" X17" LAMINATII VIN#:
Remarks: RATE IS PER LIMINATION
Qty: 0 Year. Make: Model:
Size: SCANNING PER PAGE $0.02 Serial M SCANS VIN M
Remarks:
Qty: 0 Year. Make: Model:
Size: FAX PER PAGE SENTIRECEi Serial M. FAXING VIN #.
Remarks:
Qty: 0 Year. Make: Model:
Size: 8. 5" X 11" COLOR CARD STC Serial r. 8. 5 X i 1 COLOR G VIN M Remarks:
Qty. 0 Year. Make: Model:
Size: SATELLITE INTERNET 10MB Serial #: SATELLITE INTERI VIN #:
Remarks: MUST HAVE WRITTEN CALFIRE APPROVAL PRIOR TO USE Qty: 0 Year: Make: Model.
Size: i ADDITIONAL COPIER MAC Serial #: COPIER MACHINE VIN #.
Remarks: MUST HAVE WRITTEN CALFIRE APPROVAL PRIOR TO USE Qty: 0 Year: Make: Model:
Size* 8.5" X 11" B&WCOPIES. $0.1 Serial #: 8. 5 X 11 S&W COP VIN #:
Remarks:
Qty: 0 Year. Make: Model:
Size: 38" PLOTTER PRINTING. $ 4. Serial M PLOTTER PRINT VIN #:
Remarks:
QtT 0 Year, Make: Model:
Size: 8. 5" X 11" COLOR COPIES. S Senal t. 8.5X11 COLOR CO VW t Remarks:
Qty: 0 Year. Make: Model:
Size: FAX MACHINE. $ 45.00 PER I Serial #: FAX MACHINE VIN #:
Remarks: INCLUDES SENDING FAXES AT NO ADDITIONAL CHARGE Qty: 1 Year. 1997 Make: STRICK Model:
Size: TYPE 1 CLERICAL SUPPOR1 Serial #: VIN #: 1S12E9533VE421944 Remarks:
Qty: i Year. Make: COLOR PAPER Model:
Size: 11" X 17" COLOR PAPER, PE Serial M 1i"X1T' COLOR Pf VIN #:
Remarks:
Qty. 1 Year. Make: Model:
Size: CD/DVD BURNINGICOPYING Serial M CDIDVD BURNING VIN M Remarks:
Qty: 0 Year: Make: Model:
Size. MISC BINDING. COST PER E Serial #: MISC BINDING VIN M Remarks