Site Safety Assessments
The impacted areas must be evaluated to ensure essential infrastructure services have been restored and it is safe for residents to return to their homes. The Incident Commander will coordinate with the EOC to conduct a safety assessment of the evacuated area including:
• Structural integrity of buildings, roads, and trees
• Integrity of gas lines, water lines, and sewer lines
• Assessment of debris and contaminant hazards
• Assessment of drinking water quality
• Assessment of accessibility of travel paths for people with disabilities, including residents and recovery personnel
Phased Re-entry
Re-entry may be phased to manage the number of people entering the disaster area and prioritized for public safety purposes.
Phase I
Allows the re-entry of personnel playing key roles in restoring normal services and ensuring public safety in the impacted area following a disaster. Phase I agencies and groups may include:
• Fire/Emergency Medical Services (EMS)/Search and Rescue Teams • Law Enforcement and security agencies (including private security for facilities and residential communities)
• Animal Care Officers
• Official damage assessment teams
• Infrastructure and utilities repair personnel
• Debris clearing and removal crews
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29 • Non-profit partners with a direct service responsibility • Other personnel at the direction of the EOC
Phase II
Allows for the re-entry of residents and business owners who can prove they live, own, rent, lease, or otherwise need access to the restricted areas. In some cases, re-entry during this phase may be temporary as safety and security issues warrant.
Phase III
Allows for the re-entry of additional groups critical to long term recovery. These groups may include, but are not limited to the following:
• Relief workers
• Health and human services
• Insurance agents/claims adjusters
• Retail store management and staff
Allows for the resuming of normal access for residents and the demobilization of checkpoints and emergency personnel.
The public will be notified of the re-entry status through emergency broadcast radio, television, press releases, Contra Costa County Community Warning System (‘CWS”), Internet, informational phone lines such as 211, community briefings, and informational updates at shelters.
Checkpoints and Routes
Law enforcement will establish/maintain Traffic Control Points along access routes to facilitate re-entry and maintain the security of evacuated areas.
Transportation resources will have to be coordinated to return evacuees requiring transportation assistance from evacuation points or shelters back to their communities Identification will be required of anyone wishing to re-enter evacuation zones. If possible, a mobile credentialing system for all evacuees and emergency workers will be implemented.
To expedite the identification process while maintaining security, credentials should identify the individual, agency (if applicable), specific level of access, and the timeframe of allowed access.
Displaced individuals should have proper identification, such as a driver’s license, voter registration, utility bills, property tax receipts, or another official document that proves they reside within the affected area.
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30 Relief workers should have an identification card from their organization and be able to prove they are fulfilling an assigned role or mission.
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31 APPENDIX C: FIRE EVACUATION INFORMATION
FOR RESIDENTS
By leaving early, you give your family the best chance of surviving a wildfire. You also help firefighters by keeping roads clear of congestion, enabling them to move in and out of your neighborhood, and thereby doing their job - saving lives and property of people affected by the threat of fire.
Evacuation May Be Necessary
• Back your car in the garage heading out with windows closed. Be sure to keep your keys with you so that you can evacuate quickly should it become necessary. • Close the garage door and practice opening it manually in case of power failure. • Always keep a flashlight and portable radio with you and stay tuned to your local news station.
Outdoors
• Move combustible yard furniture away from the house or store it in the garage. • Cover windows, attic openings, eaves, and vents with less combustible material, such as 1/2-inch or thicker plywood.
• Attach garden hoses to faucets and place them so that they can reach all areas of your house.
• Place a ladder against the house on the opposite side of the approaching fire for access to the roof.
Indoors
• Close all windows and doors around your home to prevent sparks from blowing inside.
• Close all doors within the house to slow fire spread inside the house. • Turn on the lights in all the rooms of your house, on the porch, and in the yard. Your home will be more visible through the smoke and darkness. • Move furniture away from windows and sliding glass doors to avoid ignition from the radiant heat of the fire.
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32 EVACUATION CHECKLIST
If an immediate evacuation is required, keep the six "P's" ready:
1. People and pets
2. Papers, phone numbers, and important documents
3. Prescriptions, vitamins, and eyeglasses
4. Pictures and irreplaceable memorabilia
5. Personal computers (information on hard drive and disks)
6. "Plastic" (credit cards, ATM cards) and cash
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33 APPENDIX D: RECOMMENDED EVACUATION
MANAGEMENT TRAINING
The courses listed below are available to those who may serve in functions supporting large evacuations.
Table D-1: Recommended Training
Course Source
IS-100.C Introduction to Incident
Command System, ICS 100
https://training.fema.gov/is/courseoverview.aspx?c
ode=IS-100.c&lang=en
IS-700.B An Introduction to the
National Incident Management
System (NIMS)
https://training.fema.gov/is/courseoverview.aspx?c
ode=IS-700.b&lang=en
IS-200.C Basic Incident
Command System for Initial
Response, ICS 200
https://training.fema.gov/is/courseoverview.aspx?c
ode=IS-200.c&lang=en
Cal OES/CSTI SEMS/NIMS
Combined Course (2015 or later)
California Specialized Training Institute (CSTI)
classroom course; https://cstica.csod.com/catalog/CustomPage.aspx?id=200005 53&tab_page_id=20000553&tab_id=20000590
MGT346 EOC Operations and
Planning for All Hazards https://teex.org/
G358 Evacuation and Re-Entry
Planning Course Classroom course; https://csti-ca.csod.com/ui/lmslearning-details/app/event/51203d17-6844-4cb7- 866d-6bc89989a8d8?isOnePlayer=true
IAFC Evacuation Management 2-
Day Course for Law & Fire
Service Leaders
https://www.iafc.org/topics-andtools/resources/resource/evacuation-management2-day-course-for-law-fire-service-leaders MGT-461 Evacuation Planning
Strategies and Solutions https://ndptc.hawaii.edu/training/catalog/50/#cours e-description
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35 APPENDIX E: AUTHORITIES AND REFERENCES
The following authorities, plans, and guidelines apply to this Evacuation Annex:
Federal
• 6 U.S. Code § 321a - Evacuation plans and exercises.
• 42 U.S.C. 960(23) – Temporary housing and evacuation of threatened persons are to be included in the scope of hazardous substance removal. • Planning Considerations: Evacuation and Shelter-in-Place - Guidance for State, Local, Tribal, and Territorial Partners, Department of Homeland Security, 2019.
State
• Standard Statewide Evacuation Terminology. State of California, Office of Emergency Services, 2020.
• Legal Guidelines for Controlling Movement of People and Property during an Emergency. State of California, Office of Emergency Services, 1999. • Legal Guidelines for Flood Evacuation. State of California, Office of Emergency Services, 1997.
• Transit Emergency Planning Guidance, California Department of Transportation, 2007.
• Integrated Evacuation Planning for Jurisdictions and Individuals with Access and Functional Needs, State of California, Office of Emergency Services, 2023. • San Francisco Bay Area Regional Transportation Emergency Management Plan.
Baseline Operating Plan. Metropolitan Transportation Commission, 2018.
City and Operational Area
• Emergency Operations Plan, City of Oakley
• Residents Guide to Wildfire Preparedness & Evacuation. Contra Costa County. 332
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37 APPENDIX F: ACRONYMS AND GLOSSARY
The following acronyms and terms are used in this Annex and may be used by supporting jurisdictions/agencies during an evacuation incident.
ADA The Americans with Disabilities Act
AFN Access and Functional Needs
Cal OES California Governor’s Office of Emergency Services Caltrans California Department of Transportation
CBO Community Based Organization
CHP California Highway Patrol
City City of Oakley
CWS Community Warning System (Contra Costa County)
EOC Emergency Operations Center
EOP Emergency Operations Plan
ICP Incident Command Post
NGO Non-Governmental Organization
OA Operational Area
SEMS Standardized Emergency Management System
TCP Transportation Collection Point
TEP Temporary Evacuation Point
UASI Bay Area Urban Areas Security Initiative
UC Unified Command
WEA Wireless Emergency Alerts
A-2
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38 Access & Functional Needs Access and functional needs are defined by Cal OES as individuals who are or have: physical,
developmental, or intellectual disabilities; chronic
conditions or injuries; limited English proficiency;
older adults; children; low-income, homeless and/or
transportation-disadvantaged (i.e., dependent on public transit); and pregnant women.
Accessible Encompassing the legally required features and/or qualities that ensure entrance, participation, and
usability of places, programs, services, and activities by individuals with disabilities and others with access and functional needs.
Accessible Communication Providing content in methods that are understandable and usable by people with limited or no ability to speak, see, or hear, those who experience limitations in learning or understanding, and those with limited English
proficiency.
Contraflow Contraflow is a form of reversible traffic operation in which one or more lanes of travel of a roadway are used for
the movement of traffic in the opposite direction. It may be used to add capacity to roadways in an evacuation.
Contraflow segments are most common and practical
on freeways and divided highways because they have
high capacity, ability to support high-speed operations, do not feature at-grade intersections that can interrupt the flow of traffic, and do not permit unrestricted access
into reversed sections.
Evacuation The organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or
potentially dangerous areas and their reception and
care in safe areas. Depending on the hazard, an
evacuation order may come from several agencies and/or
authorities; however, evacuation operations are
conducted and supervised by each jurisdiction’s law
enforcement agency.
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39 Evacuation Center Facilities that can accommodate people in transition during an emergency. Evacuation centers provide a
central location for needs assessments and connection to available services.
Evacuation Route Evacuation route means a transportation route or system that is owned, operated, or maintained by a local, tribal, State, or Federal government entity and is used to transport the public away from emergency events; or to
transport emergency responders and recovery
resources; and is designated by the eligible entity with jurisdiction over the area in which the route is located for the purposes of evacuation.
Evacuation Order An order to persons within the designated area that an imminent threat to life and property exists and individuals must evacuate in accordance with the instructions
of local officials. Legal implications for entering an
area closed by an evacuation order exist.
Evacuation Warning A warning to persons in a designated area that a threat to life and property exists or is likely to exist in the
immediate future. An evacuation order may follow.
Individuals issued this type of warning are not required to evacuate; however, it would be to their advantage to do so.
Pet A domesticated animal, such as a dog, cat, bird, rabbit, rodent, or turtle that is traditionally kept in the home for pleasure rather than commercial purposes, can travel in commercial carriers, and be housed in temporary
facilities.
Reception Center An interim site along an evacuation route that provides mass care and other emergency services to evacuees
arriving in a host location via government
transportation. A Reception Processing Site may be
located within an impact jurisdiction (although outside the impact area) or in a host jurisdiction. These locations provide life-sustaining services—such as food, water,
basic medical support, and assignment and
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40 transportation to a shelter. Additional services may include disaster and local weather information,
reunification, and crisis counseling.
Re-Entry The coordinated movement of first responders,
recovery resources, and the public back into a
community once a threat or hazard dissipates and the
event causing the evacuation ends.
Reunification Center If established. A Reunification Center (pre-Family Assistance Center) provides a venue for authorities
to provide information to survivors, coordinate access
to support services, and facilitate the collection of
information from families about the victims that can be used for victim identification. May also be a virtual
resource.
Service Animal Any guide dog, signal dog, or other animal individually trained to assist an individual with a disability including, but not limited to, guiding individuals with impaired vision, alerting individuals with impaired hearing to intruders or sounds, providing minimal protection or rescue work,
pulling a wheelchair, or fetching dropped items.
Mandatory registration of service animals is not
permissible under ADA; however, service animals are
subject to the same licensing and vaccination rules that are applied to all dogs.12
Shelter If established. A facility where government agencies and/or pre-established voluntary organizations process, evaluate, and provide disaster services to evacuees
without an endpoint destination. Meals and water should be available, as well as basic first aid, pet sheltering (if applicable), sleeping quarters, hygienic support, and
basic disaster services (e.g., counseling, financial
assistance, and referrals).
Shelter-in-Place The use of a structure to temporarily separate individuals from a hazard or threat. Shelter-in-place is 12 U.S. Department of Justice, Civil Rights Division, Disability Rights Section, Frequently Asked Questions about Service Animals and the ADA, July 20, 2015, https://www.ada.gov/regs2010/service_animal_qa.html 337
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41 the primary protective action in many cases. Often it is safer for individuals to shelter-in-place than to try to evacuate. Shelter-in-place is appropriate when
conditions necessitate that individuals seek protection in their home, place of employment, or other location.
Temporary Evacuation Point If established. A temporary evacuation point allows a government agency to provide impacted community
members with a location to go outside the hazard area,
while the decision to activate an overnight shelter is
determined. A TEP can also provide impacted community
members with limited access to health services and
emotional support prior to finding overnight
accommodation – i.e., overnight shelter, hotel, etc.
Transportation Collection Point If established. A location that serves to temporarily stage evacuees who will be transported directly to either a local shelter or reception center during an evacuation. Ideal collection point locations are recognized landmarks such as a school or church but could also be a bus stop along an existing bus route. Local officials typically activate collection point(s) when there is an imminent threat
requiring an evacuation, and there is time for a more
comprehensive evacuation (e.g., slow water rise flood). 338
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Comprehensive Emergency
Management Plan
October 2025
Volume 3: Tools and Supporting
Documents
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Vol. 3: Tools and Supporting Documents
1 Table of Contents
Appendix A: Emergency Operations Center (EOC) Organization Chart 3 Appendix B: EOC Position Checklists 5
Appendix C: EOC Forms 103
Appendix D: Sample Emergency Proclamations 127
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3 Appendix A: Emergency Operations Center
Organization Chart
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4 345
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5 Appendix B: Position Checklists
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6 Common Responsibilities
* Please Note: the following is a checklist applicable to all EOC personnel and should be attached to all position-specific checklists:
1. Receive assignment from your agency, including:
• Job assignment
• Reporting location
• Reporting time
• Any special instructions
2. Upon arrival at the EOC, check in at designated Check-in location. • If you are instructed to report directly to an assignment, check in with your supervisor.
3. Receive briefing from immediate supervisor.
4. Acquire work materials, set up work station and put on your vest.
5. Determine your resource needs, such as a computer, phone, plan copies and other reference documents.
6. Conduct all tasks in a manner that ensures safety and welfare of you and your co-workers.
7. Organize and brief subordinates if applicable.
8. Know or become familiar with EOC Position Checklists.
9. Log into WEBEOC at https://contracosta.webeocasp.com/contracosta/default.aspx. (User guide and login in steps in Emergency Operations Team – General folder in Teams.
10.Use Incident Command System (ICS) terminology in all communications.
11.Maintain Activity Log (ICS Form 214) documenting names, times, places and any relevant incident activities or any notable events or communications for all persons under your scope of supervision. Be sure to include yourself, beginning the log with the time and circumstances under which you were notified of the event. This log must be continually updated and maintained for the entire duration of the incident. Consider assigning this task to a scribe. All completed ICS Form 214s must be given to the Documentation Unit in the Planning/Intelligence Section at the end of each operational period.
12.Complete forms and reports required of the assigned position and send through supervisor to Documentation Unit.
13.Respond to demobilization orders and brief subordinates regarding demobilization. 347
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7 MANAGEMENT SECTION
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9 Policy Group
SECTION: Management
PRIMARY: Mayor and City Council Members
ALTERNATE: Standby Officers
SUPERVISOR: N/A
General Duties
• Undertake periodic policy review of the City’s Comprehensive Emergency Management Plan (CEMP).
• Recommend strategies and/or policies for the City.
• Ratify any proclamation of a Local Emergency and adopt emergency ordinances and resolutions.
• Designate alternates in the event City Council Members are unavailable at the time of an emergency or disaster.
• Ensure that continuity of government is maintained.
• Prepare situation status reports for their community jurisdiction areas.
Operational Phase
Receive regular briefings from the EOC Director.
Support the EOC Director and EOC Section Chiefs during the development an overall strategy and an Emergency Action Plan (EAP): The EAP will help this group understand the following:
Situation status
Understand the problems related to this event.
Review the established priorities.
Estimated incident/event duration.
Develop an understanding of short and long-range recovery plans. Coordinate with the Public Information Officer (PIO). If directed, conduct media briefings and disseminate public information.
Coordinate with the Legal Advisor to secure legal advice.
Note: The Policy Group cannot release information to the media unless approved by the EOC Director.
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11 Emergency Operations Center (EOC) Director
SECTION: Management
PRIMARY: City Manager
ALTERNATE: Assistant City Manager
SUPERVISOR: N/A
General Duties
• Establish the appropriate staffing level for the EOC and continuously monitor organizational effectiveness ensuring that appropriate modifications occur as required. • Provide overall management responsibility for the coordination between emergency response agencies within the jurisdictional area.
• In conjunction with the General Staff, set jurisdictional priorities for response efforts.
Ensure that all department and agency actions are accomplished within the priorities established at the EOC.
• Ensure that inter-agency coordination is accomplished effectively. • Ensure that the response is fully documented for legal and financial reasons. • Approve all internal and external communications.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Depending on the type and extent of the incident, implement partial or full activation of the EOC.
Determine if essential personnel or alternates are in the EOC or have been notified. Respond immediately to the EOC 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 Management Staff positions are required and ensure they are filled as soon as possible.
Legal Advisor
Public Information Officer
Liaison Officer
EOC Coordinator
Policy Group
Determine which sections are needed, assign Section Chiefs as appropriate and ensure they are staffing their sections as required.
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12 Operations Section Chief
Planning/Intelligence Section
Chief
Logistics Section Chief
Finance/Administration Section Chief
Ensure that telephone and/or radio communications with other EOCs are established and functioning.
Schedule the initial Emergency Action Planning meeting. Confer with the Section Chiefs to determine what representation is needed at the EOC from other emergency response agencies.
Assign a Liaison Officer to coordinate outside agency response to the EOC, and to assist as necessary in establishing an Inter-agency Coordination Group. Establish operational work periods for all EOC personnel. (Twelve-hour maximum shifts are recommended).
Log into WEBEOC at https://contracosta.webeocasp.com/contracosta/default.aspx. (User guide and login in steps in Emergency Operations Team – General folder in Teams
Operational Phase
Ensure that Management Section position logs and other necessary files are maintained.
Assess the situation with the EOC Section Chiefs and identify needed protective action missions including: rescue, medical aid, evacuation, shelter, control or containment, public information and warning, and security.
Monitor General Staff activities to ensure that all appropriate actions are being taken. Periodically meet with the Public Information Officer (PIO) to approve the release of information to the news media.
Ensure that the Liaison Officer is providing for and maintaining effective inter-agency coordination.
Based on status reports, determine initial objectives and strategy and establish the immediate priorities for the EOC.
In coordination with Management Staff, prepare EOC objectives for the initial Emergency Action Planning Meeting.
Convene first Emergency Action Planning meeting. Ensure that all Section Chiefs, Management Staff, and other key agency representatives are in attendance. Ensure that appropriate Emergency Action Planning procedures are followed. Ensure the meeting is facilitated appropriately by the Planning/Intelligence Section Chief (See Appendix E:
Meetings, Briefings and Action Plans).
Approve and authorize the implementation of an Emergency Action Plan (EAP). The Planning/Intelligence Section prepares an Emergency Action Plan. It includes a summary of the current situation, a list of objectives, assignments, and actions items to carry out section objectives, current organizational chart for the EOC and the length of the operational period.
Assess available resources and request assistance, as needed. 353
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13 Review and approve all requests for additional resources or for the release of resources.
Forward approved requests to Logistics Section.
Conduct periodic briefings with the General Staff to ensure objectives and strategy are current and appropriate.
Keep the Mayor, City Council and the County informed of all major issues and decisions.
See - City Council Standby Council Members list – Continuity of Government. Formally issue an Emergency Proclamation as necessary, and coordinate local government proclamations with other emergency response agencies, as appropriate. Convene Operational Period Briefing. The Operational Period Briefing presents the Emergency Action Plan for the upcoming operational period to EOC personnel, ensuring that ongoing activities are identified and follow-up requirements are known. Ensure that the Planning/Intelligence Section Chief facilitates the meeting appropriately (See Appendix E: Meetings, Briefings and Action Plans).
Brief your relief at shift change, ensuring that ongoing activities are identified and followup requirements are known.
Demobilization Phase
Authorize demobilization of sections, branches, and units when they are no longer required.
Notify Operational Area EOC and other appropriate organizations of the planned demobilization, as appropriate.
Deactivate the EOC at the designated time, as appropriate. Proclaim termination of the emergency response and proceed with recovery operations.
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 354
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15 Liaison Officer
SECTION: Management
PRIMARY: Economic Development Analyst
ALTERNATE: Administrative Assistant (bldg.)
SUPERVISOR: EOC Director
General Duties
• Act as the point of contact for the agency representatives assigned to the incident and EOC by assisting or cooperating agencies. This may include, but is not limited to, incident management teams, public works, utilities, American Red Cross, County OES/ Contra Costa County Sheriff’s Office, hospitals, schools, etc. • Ensure that agency representatives are informed and involved in the incident response. • Establish and maintain a central location for incoming agency representatives, providing workspace and support as needed.
• Ensure that position specific guidelines, policy directives, situation reports and a copy of the Emergency Action Plan are provided to agency representatives upon check-in. • Provide orientations for VIPs and other visitors to the EOC. • Ensure that demobilization is accomplished when directed by the EOC Director.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the EOC Director.
Obtain assistance for your position through the Personnel/Volunteers Unit in the Logistics Section, as required.
Operational Phase
Contact Agency Representatives already on-site, ensuring that they:
● Have signed into the EOC.
● Understand their role in the EOC.
● Know their work locations.
● Understand the EOC organization and floor plan.
Determine if additional representation is required from:
● Community based organizations.
● Private organizations.
● Utilities not already represented.
● Other agencies.
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16 Attend and participate in all Emergency Action Planning meetings, providing current resource status, including limitations and capability assisting agency resources. Maintain a list of assisting and cooperating agencies and Agency Representatives. In conjunction with the EOC Director, establish and maintain an Inter-agency Coordination Group comprised of outside agency representatives and executives not assigned to specific sections within the EOC.
Keep agencies supporting the incident aware of event status. Monitor incident operations to identify current or political inter-organizational problems. Obtain Points(s) of Contact (POC) and telephone numbers for those outside agencies who are involved in the incident response that do not or cannot send a Liaison Officer to the EOC.
Request that Agency Representatives maintain communications with their agencies and obtain situation status reports regularly.
Respond to requests from incident personnel and interagency resources. Ensure that all agency and jurisdictional resources have been checked in through the Logistics Section.
Provide assistance and periodic liaison activity updates to EOC Staff, EOC Director, and Policy Group members, as required.
Maintain a roster of agency representatives located at the EOC. Roster should include assignment within the EOC (Section or Inter-agency Coordination Group). Roster should be distributed internally on a regular basis.
Attend Operational Period Briefing at the request of the EOC Director. Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 357
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17 Agency Representative
SECTION: Management
PRIMARY: To be assigned based on the event
ALTERNATE: To be assigned based on the event
SUPERVISOR: Liaison Officer
General Duties
• Individual assigned to the EOC from an assisting or cooperating agency that has been delegated authority to make decisions on matters affecting that agency’s participation at the EOC.
• Speak on behalf of their agencies, within established policy limits, acting as a liaison between their agencies and the EOC.
• Facilitate requests to or from their agencies, but normally do not directly act on or process resource requests.
• Obtain situation status information and response activities from their agencies for the EOC.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the EOC Director.
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, requesting necessary materials and equipment through the Liaison Officer and/or Logistics Section.
Contact the EOC sections or branches that are appropriate to your responsibility; advise them of your availability and assigned work location in the EOC.
Operational Phase
Keep up-to-date on the situation and resources associated with your position. Maintain status reports and displays.
Facilitate requests for support or information that your agency can provide. Provide appropriate situation information to the Planning/Intelligence Section. Represent your agency at Emergency Action Planning meeting, 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 EOC Director as required. 358
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18 Cooperate fully with the EOC Director and the General Staff on agency involvement at the EOC.
On a regular basis, inform your agency of the EOC priorities and actions that may be of interest.
Advise the Liaison Officer of any special agency needs or requirements. Attend and participate in Operational Period Briefing, as appropriate. Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Ensure that all agency personnel and equipment are properly accounted for and released prior to departure.
Have a debriefing session with the Liaison Officer or EOC Director prior to departure. Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 359
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19 EOC Coordinator
SECTION: Management
PRIMARY: Assistant City Manager
ALTERNATE: Vacant
SUPERVISOR: EOC Director
General Duties
• Facilitate the overall functioning of the EOC.
• Maintain the EOC in operational order by procuring and repairing equipment, and obtaining supplies as needed.
• Control personnel access to the EOC in accordance with policies established by the EOC Director.
• 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. • Assist the Liaison Officer in ensuring proper procedures are in place for directing agency representatives and conducting VIP/visitor tours of the EOC. • Ensure that all buildings and other facilities used in support of the EOC are in a safe operating condition.
• Develop and recommend measures for assuring personnel safety, and to assess and/or anticipate EOC hazards or unsafe conditions.
• Stop or modify all unsafe operations outside the scope of the Emergency Action Plan, notifying the EOC Director of all actions taken.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the EOC Director.
Assist the EOC Director in determining appropriate staffing for the EOC. Provide assistance and information regarding section staffing to all general staff.
Operational Phase
Tour the entire EOC facility and evaluate conditions; advise the EOC Director of any conditions and actions that might result in liability, unsafe layout, or equipment set-up, etc. Assist in sealing off any hazardous areas at the EOC. Provide access control, as required.
Develop safety plans and announcements and distribute to EOC personnel. 360
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20 Prepare and present safety briefings for the EOC Director and General Staff at appropriate meetings.
If the event that 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. Attend and participate in all Emergency Action Planning meetings. Assist the EOC Director and the General Staff in developing overall strategic objectives as well as section objectives for the Emergency Action Plan. Advise the EOC Director on proper procedures for enacting emergency proclamations, emergency ordinances and resolutions, and other legal requirements. Assist the Planning/Intelligence Section in the development, continuous updating, and implementation of the Emergency Action Plan. Review the Emergency Action Plan for safety and security implications.
Provide overall procedural guidance to General Staff as required. Assist in any EOC evacuation.
As requested, provide security for any EOC critical facilities, supplies, or materials. Provide general advice and guidance to the EOC Director as required. Ensure that all notifications are made to the Operational Area EOC. Ensure that all communications with appropriate emergency response agencies is established and maintained.
Assist the EOC Director in preparing for and conducting briefings with Management Staff, the agency or jurisdiction policy groups, the media, and the public. Assist the EOC Director and Liaison Officer, in establishing and maintaining Interagency Coordination Groups as necessary. Exercise emergency authority to stop or prevent unsafe acts and communicate such exercise of authority to the EOC Director.
Investigate accidents that have occurred at the EOC.
Initiate appropriate mitigation measures (e.g., personnel accountability). Assist the Liaison Officer with coordination of all EOC visits. Coordinate with the Finance/Administration Section in preparing any personnel injury claims or records necessary for proper case evaluation and closure. Attend and participate in Operational Period Briefing, as appropriate. Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period and any other pertinent information.
Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 361
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21 Public Information Officer
SECTION: Management
PRIMARY: City Clerk
ALTERNATE: Assistant City Manager
SUPERVISOR: EOC Director
General Duties
• Develop and release information about the incident to the news media, to EOC personnel, Public Information Officers at incidents and to other appropriate agencies and organizations as required.
• Serve as the central coordination point for the agency or jurisdiction for all media releases.
• 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.
• Develop the format for press conferences, in conjunction with the EOC Director. • Maintaining a positive relationship with the media representatives.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the EOC Director.
Operational Phase
Determine from the EOC Director if there are any limits on information release. Develop material for use in media briefings.
Obtain EOC Director’s approval of media releases.
Determine need for establishment of a Joint Information Center (JIC). Attend and participate in all Emergency Action Planning meetings to update news bulletins and media news releases. Participate in development of the Emergency Action Plan.
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 Assessment Unit and identify the 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 handout materials.
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22 Implement and maintain an overall information release program. Interact with other 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 and conduct media briefings. Arrange meetings between the media and emergency personnel and/or members of the City Council or other VIPs.
Arrange for tours and other interviews or briefings that may be required. Ensure that a rumor control function is established to correct false or erroneous information.
Ensure that adequate staff is available at incident sites to coordinate and conduct tours of the affected areas.
Prepare, update, and distribute to the public a Disaster Assistance Information Directory, which contains locations to obtain food, shelter, supplies, health services, etc. Monitor broadcast and social media, using information to develop follow-up news releases and rumor control.
Maintain current information summaries and/or displays on the incident and provide information on status of incident to assigned personnel. Coordinate information releases with county, state, and federal teams, as needed. Coordinate with local radio broadcasting organizations or other communications systems to issue warnings via KCBS 740 AM, KGO 810 AM, Contra Costa County TV (CCTV) and the Contra Costa County Community Warning System. Post the information in the EOC and the news media center. Publicize an official list of assistance centers and shelter sites. Ensure that announcements and information are translated for Access and Functional Needs (AFN) populations.
Provide periodic informational and media updates to the Management Staff. Ensure that file copies are maintained of all information released. Maintain a log noting messages received; releases published; interviews granted; and other activities. Maintain record of personnel on duty. Provide copies of all media releases to the EOC Director. Attend and participate in Operational Period Briefing, as appropriate. Conduct shift changes 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 the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 363
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23 Legal Advisor
SECTION: Management
PRIMARY: Contract City Attorney
ALTERNATE: Contract Assistant City Attorney
SUPERVISOR: EOC Director
General Duties
• Advise the City Council, EOC Director, and the EOC Section Chiefs on the legality and/or legal implications of emergency actions and policies. • Develop preplanned emergency regulations as necessary and participates in planning functions as directed by the EOC Director.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the EOC Director.
Assist the EOC Director in determining appropriate staffing for the EOC. Provide assistance and information regarding section staffing to all General Staff.
Operational Phase
Establish areas of legal responsibility and potential liabilities. Participate with the Policy Group as necessary.
Assist the EOC Director and the General Staff in developing overall strategic objectives as well as section objectives for the Emergency Action Plan. Advise the EOC Director on proper procedures for enacting emergency proclamations, emergency ordinances and resolutions and other legal requirements. Attend and participate in all Emergency Action Planning meetings. Assist the Planning/Intelligence Section in the development, continuous updating, and execution of the Emergency Action Plan.
Provide overall procedural guidance to General Staff as required. Provide general advice and guidance to the EOC Director as required. Assist the EOC Director in preparing for and conducting briefings with Management Staff, the Policy Group, the media, and the public.
Develop rules, regulations, and laws required for acquisition and/or control of critical resources.
Develop necessary ordinances and/or regulations in regards to legal considerations. Commence civil and criminal proceedings as necessary and appropriate to implement and enforce emergency actions.
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24 Prepare documents relative to the demolition of hazardous structures or conditions. Attend Operational Period Briefing at the request of the EOC Director. Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period and any other pertinent information.
Please Note: An Emergency Procedures Manual for the City Attorney’s Office is located in the Management Section Box in the EOC. It includes and forms of emergency resolutions and proclamations.
Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 365
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25 OPERATIONS SECTION
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27 Operations Section Chief
SECTION: Operations
PRIMARY: PW Director/City Engineer
ALTERNATE: Engineering Manager
SUPERVISOR: EOC Director
General Duties
• Exercise overall responsibility for the coordination of activities within the Operations Section.
• Activate and supervise organization elements in accordance with the Emergency Action Plan (EAP) and directs its execution.
• Direct the preparation of unit operational plans, requests or releases resources, make expedient changes to the Emergency Action Plan (EAP) as necessary, and report such to the EOC Director.
• Ensure that the Operations function is carried out including coordination of activities for all operational functions assigned to the EOC.
• Ensure that operational objectives and assignments identified in the Emergency Action Plan are carried out effectively.
• Establish the appropriate level of organization within the Operations Section, continuously monitoring the effectiveness and modifying accordingly. • If the event involves an Oakley Union Elementary School District (OUESD), Liberty Union High School District (LUHSD) or the Antioch Unified School District (AUSD) schools or property, request a Liaison Officer from the affected District be assigned to the EOC.
• Ensure that the Planning/Intelligence Section is provided with Status Reports and Major Incident Reports.
• Conduct periodic Operations briefings for the EOC Director as required or requested. • Supervise the Operations Section.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the EOC Director.
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 Coordinator; obtain a preliminary situation briefing.
Based on the situation, activate appropriate branches within the section. Designate Branch Directors as necessary.
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28 Fire/Rescue Branch
Law Enforcement Branch
Damage/Safety Assessment
Unit
Public Works Maintenance Branch
Construction/Engineering Branch
Care and Shelter Branch
Please Note: Fire/Rescue Branch job duties are coordinated with outside agencies and will not be in the EOC.
Determine if there are mutual aid requests for these functional areas. Initiate coordination with appropriate mutual aid systems as required. Request additional personnel for the section as necessary for 24-hour operation. Obtain a current communications status briefing from the Communications Unit in the Logistics Section. Ensure that there is adequate equipment and radio frequencies available as necessary for the section.
Determine estimated times of arrival of section staff from the Personnel/Volunteers Unit in the Logistics Section.
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 phone communications with Department Operations Centers (DOC)s, and/or with Incident Commander(s) (IC)s as directed, and coordinate accordingly. Determine activation status of other EOCs in the Operational Area or adjacent areas 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 the operations portion of the Emergency Action Plan detailing strategies for carrying out Operations objectives. Adopt a pro-active attitude. Think ahead and anticipate situations and problems before they occur.
Operational Phase
Ensure Operations Section position logs and other necessary files are maintained. Ensure that situation and resources information is provided to the Planning/Intelligence Section on a regular basis or as the situation requires, including Status Reports and Major Incident Reports.
Ensure that all media contacts are referred to the Public Information Officer. Convene EOC Section Coordination meeting with staff to determine Section objectives based on the overall priorities.
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29 Assign specific work tasks to various Branches in the Operations Section as required. Conduct periodic briefings and work to reach consensus among staff on objectives for forth-coming operational periods.
Attend and participate in all Emergency Action Planning meetings. Provide the Planning/Intelligence Section Chief with the Operations Section objectives at least 30 minutes prior to each Emergency Action Planning meeting. Work closely with Operations Section staff to assure that Section objectives, as defined in the current Emergency Action Plan, are being addressed. Ensure that the branches coordinate all resource needs through the Logistics Section. Ensure that intelligence information 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.
Advise Logistics Section of staff and/or equipment resources that are available for reassignment to other areas.
Review suggested list of resources to be released and initiate recommendation for release of resources.
Report information about current service and support capabilities, special activities, events, and occurrences to the EOC Director.
Complete a Major Incident Report for all major incidents; forward a copy to the Planning/Intelligence Section.
Brief Operations Section staff periodically on any updated information you may have received.
Share status information with other sections as appropriate. Attend and participate in Operational Period Briefing. The Operational Period Briefing presents the Emergency Action Plan for the upcoming operational period to EOC personnel, ensuring that ongoing activities are identified and follow-up requirements are known.
Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 370
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31 Fire and Rescue Branch Director
SECTION: Operations
PRIMARY: Contra Costa County Fire Protection District
ALTERNATE: Contra Costa County Fire Protection District SUPERVISOR: Operations Section Chief
General Duties
• Supervise and manage the Fire/Rescue Branch Operations. • Coordinate fire, emergency medical, hazardous materials and urban search and rescue operations in the jurisdictional area.
• Assist Fire/Rescue Mutual Aid System Coordinator in acquiring mutual aid resources, as necessary.
• Coordinate the mobilization and transportation of all resources through the Logistics Section.
• Complete and maintain status reports for major incidents requiring or potentially requiring operational area, state, and federal response, and maintain status of unassigned fire/rescue resources.
• Coordinate with the Law Enforcement Branch Director on jurisdiction Search and Rescue activities.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Operations Section Chief.
Based on the situation, activate optional units within the Fire/Rescue Branch:
Fire/Rescue Unit
Emergency Medical Unit
HazMat Unit
If the mutual aid system is activated, coordinate use of fire resources with the Operational Area Fire/Rescue Mutual Aid Coordinator.
Prepare and submit a preliminary status report and major incident reports as appropriate to the Operations Section Chief.
Based on the initial EOC strategic objectives, prepare objectives for the Fire/Rescue Branch and provide them to the Operations Section Chief prior to the first Emergency Action Planning meeting.
Operational Phase
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32 Ensure that Branch and Unit position logs and other necessary files are maintained. Obtain and maintain status on Fire/Rescue missions being conducted in the jurisdictional area.
Provide the Operations Section Chief and the Planning/Intelligence Section with an overall summary of Fire/Rescue Branch operations periodically or as requested during the operational period.
Attend and participate in EOC Section Coordination meeting. Attend Emergency Action Planning meetings at the request of the Operations Section Chief.
Report to Operations Section Chief when the Emergency Action Plan needs to be modified, or additional resources are needed, or surplus resources are available, or when hazardous situations or significant events occur.
Approve accident and medical reports (home agency forms) originating from the Branch. On a regular basis, complete and maintain the Fire/Rescue Status Report. Refer all contacts with the media to the Public Information Officer. Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (daily time sheets and notification of any emergency expenditures).
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 Emergency Action Planning meeting.
Attend Operational Period Briefing at the request of the Operations Section Chief. 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 Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 373
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33 Law Enforcement Branch Director
SECTION: Operations
PRIMARY: Chief of Police
ALTERNATE: Police Lieutenant (Ops)
SUPERVISOR: Operations Section Chief
General Duties
• Coordinate all law enforcement and traffic control operations during an incident. • Ensure the provision of security at EOC facilities.
• Coordinate movement and evacuation operations during an emergency. • Alert and notify the public of the impending or existing emergency. • Coordinate law enforcement, search and rescue, and traffic control operations during the emergency.
• 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
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Operations Section Chief.
Contact and assist the Operational Area EOC Law Enforcement and Coroner's Mutual Aid Coordinators as required or requested.
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 Emergency Action Planning meeting.
Operational Phase
Ensure that Branch and Unit position logs and other necessary files are maintained. Maintain status on Law Enforcement resources committed and available. Attend and participate in EOC Section Coordination meeting. Attend Emergency Action Planning meetings at the request of the Operations Section Chief.
Report to Operations Section Chief when the Emergency Action Plan needs to be modified, or additional resources are needed, or surplus resources are available, or when hazardous situations or significant events occur.
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34 Provide the Operations Section Chief and the Planning/Intelligence Section with an overall summary of Law Enforcement Branch operations periodically or as requested during the operational period.
Approve accident and medical reports (home agency forms) originating from the Branch. Alert and notify the public of the pending or existing incident. Activate any public warning systems.
Alert essential Law Enforcement personnel and initiate recall as required. Order an immediate general survey of the areas affected by the event by field units.
Report information to the Operations Section Chief and the Planning/Intelligence Section Chief.
Plan and conduct evacuation of areas of the city where there is severe damage or lifethreatening hazards. Prepare and implement a Public Warning Plan, as needed. Prepare a plan to screen traffic coming into the city, especially into dangerous areas. Work with the Maintenance Branch to establish emergency traffic routes and initiate traffic control.
Prepare a security plan for:
Evacuation Areas
Designated Shelter Sites
Fatality Collection Areas
Emergency Medical Treatment Facilities
Casualty Collection Points
Fire Stations
Emergency Operations Center (EOC)
Work with County Animal Services personnel to prepare and implement an Animal Control Plan as necessary.
Determine need for Coroner's Mutual Aid.
Assist the County Coroner’s Division in the identification of remains, body collection, body removal, and the operation of a temporary morgue.
Arrange for feeding and sheltering of mutual aid police personnel as necessary with the Logistics Section.
Prepare a plan to handle requests for assistance from other jurisdictions. Coordinate with and support Coroner Field Teams consisting of members of local mortuaries and a city police representative.
Establish radio contact with Coroner Field Teams if appropriate. If appropriate, report all field activities to the Coroner at the Operational Area EOC. Coordinate and assume responsibility as necessary for Coroner Operations. Establish temporary morgues, as needed.
Collect and organize records of reports concerning deaths, injuries, missing and located persons.
Segregate casualty information concerning law enforcement, fire, and other agency personnel from general casualty information.
Maintain a list of hospitals, evacuation centers, temporary first aid stations and morgue facilities.
Establish liaison with local mortuaries, morgues, and fatality collection points. 375
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35 Arrange for security and accountability of personal belongings of deceased. Maintain the following records:
Identification of deceased
Date/time of death
Name, address, phone, etc., of person who found the body Name, badge number, and department of officer investigating the death Name of person transporting the body
Name of person receiving and identifying the body
Photographs of deceased prior to removal
Inventory of deceased’s personal belongings
Circumstances surrounding death
Apparent cause of death
Date, time, and name of person to whom the body is released. Determine need for Law Enforcement Mutual Aid.
Coordinate incoming law enforcement mutual aid resources during the incident. On a regular basis, complete and maintain the Law Enforcement Status Report. Refer all contacts with the media to the Public Information Officer. Ensure that all fiscal and administrative requirements are coordinated through the Finance Section (daily time sheets and notification of any emergency expenditures). Prepare objectives for the Law Enforcement Branch for the subsequent Operational period; provide them to the Operations Section Chief prior to the end of the shift and the next Emergency Action Planning Meeting.
Attend Operational Period Briefing at the request of the Operations Section Chief. Maintain all required records and documentation of personnel and equipment used throughout the incident response.
Maintain a Law Enforcement Unit Log noting messages received, decisions made, actions taken, and other activities. Maintain record of personnel on duty. 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 Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 376
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37 Community Emergency Response Team (CERT) Coordinator (Future)
SECTION: Operations
PRIMARY: CERT Program Manager
ALTERNATE: Vice-Chair of CERT Steering Committee
SUPERVISOR: Law Enforcement Branch Director
General Duties
• Establish and maintain communication between EOC and CERT teams. • Assign tasks to specific CERT teams.
• Coordinate the rotation and/or relief of the CERT teams. • Forward mission status reports to the Law Enforcement Branch Director. • Keep a record of CERT mission assignments, including date and time assigned, date and time completed, number of CERT members/teams assigned to each mission and other reports as required.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Law Enforcement Branch Director, or other assigned Supervisor. Determine how many CERT teams are available or will be available within specified times, and the number of personnel available in each team. Provide an initial situation report to the Law Enforcement Branch Director.
Operational Phase
Ensure that CERT team mission assignments, logs and other necessary files are maintained.
Attend and participate in EOC Section Coordination meeting. Maintain status on CERT missions being conducted.
Provide Law Enforcement Branch Director and the Planning Intelligence Section with an overall summary of CERT team activities for each operational period. Refer all contacts with the media to the Public Information Officer at the EOC. Provide information on mission status of CERT teams for the next operational period (e.g., number of teams assigned and the specific assignments of each team; the number of teams available for assignment; and the personnel strength of each team) to the Law Enforcement Branch Director prior to the end of the shift and for the next Emergency Action Planning meeting.
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38 Provide your relief with a briefing at shift change informing him/her of all ongoing activities and objectives for the next operational period, as well as any other pertinent information.
Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 379
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39 Construction/Engineering Branch Director
SECTION: Operations
PRIMARY: Engineering Manager
ALTERNATE: Project Manager
SUPERVISOR: Operations Section Chief
General Duties
• Survey all utility systems, and restore systems that have been disrupted, including coordinating with utility service providers in the restoration of disrupted services. • Survey all public and private facilities, assessing the damage to such facilities, and coordinating the repair of damage to public facilities. • Survey all other infrastructure systems, such as streets and roads within the jurisdictional area.
• Supervise the Engineering Branch.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Operations Section Chief or other assigned Supervisor. Based on the situation, activate the optional unit within the Engineering Branch:
Utilities 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 Engineering Branch and provide them to the Operations Section Chief prior to the first Emergency Action Planning meeting.
Operational Phase
Ensure that Branch and Unit position logs and other necessary files are maintained. Maintain status on all engineering activities being conducted. Attend and participate in EOC Section Coordination meeting. Attend Emergency Action Planning meetings at the request of the Operations Section Chief.
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40 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 Public 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 Engineering Status Reports, as well as the Initial Damage Estimation are completed and maintained.
Refer all contacts with the media to the Public Information Officer. Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (daily time sheets and notification of any emergency expenditures).
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 Emergency Action Planning meeting.
Attend Operational Period Briefing at the request of the Operations Section Chief. 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 Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 381
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41 Utilities Unit Leader (Optional)
SECTION: Operations
PRIMARY: Assign if needed
ALTERNATE: Assign if needed
SUPERVISOR: Engineering Branch Director
General Duties
• Assess the status of utilities; provides Utility Status Reports, as required. • Coordinate restoration of damaged utilities with utility representatives in the Emergency Operational Center (EOC) if present, or directly with utility companies. • Assign resources within the Unit, reports on the progress of control operations, and the status of resources within the Unit.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Engineering Branch Director, or other assigned Supervisor. Prepare objectives for the Utilities Unit; provide them to the Engineering Branch Director prior to the initial Emergency Action Planning meeting.
Operational Phase
Review assignments and EOC activities with subordinates and assign tasks. Ensure that the Communications and/or Supplies Procurement/Resource Tracking Unit are advised of all changes in status of resources assigned to the Unit. Coordinate activities with adjacent Units.
Report hazardous situations, special occurrences, or significant events (e.g., accidents, and sickness) to immediate supervisor.
Attend and participate in EOC Section Coordination meeting. Attend Emergency Action Planning meetings at the request of the Engineering Branch Director.
Ensure that assigned personnel and equipment get to and from assignments in a timely and orderly manner.
Participate in the development of tactical plans for the next operational period. Establish and maintain communications with the utility providers. Determine the extent of damage to utility systems.
Coordinate with the Liaison Officer to ensure that agency representatives from affected utilities are available to respond to the EOC.
Ensure that all information on system outages is consolidated and provided to the Situation Assessment Unit in the Planning/Intelligence Section. 382
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42 Ensure that support to utility providers is available as necessary to facilitate restoration of damaged systems.
Submit situation and resources status information to the Construction/Engineering Branch Director or Operations Section Chief.
Keep the Construction/Engineering Branch Director informed of any damage to sewer and sanitation systems, as well as possible water contamination problems. Keep the Engineering Branch Director informed of the restoration status. Complete and maintain the Utilities Status Report.
Refer all contacts with the media to the Public Information Officer. Attend Operational Period Briefing at the request of the Engineering Branch Director. Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 383
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43 Maintenance Branch Director
SECTION: Operations
PRIMARY: PW Maintenance Manager
ALTERNATE: PW (Facilities) Maintenance Foreman
SUPERVISOR: Operations Section Chief
General Duties
• Coordinates all public works activities, such as inspecting bridges, over crossings, underpasses, and other infrastructure for damages.
• Supervise Branch operations.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Operations Section Chief or other assigned Supervisor. Based on the situation, activate the Damage/Safety Assessment Unit within the Damage/Safety Assessment Unit
Based on the initial EOC strategic objectives, prepare objectives for the Damage/Safety Assessment Unit and provide them to the Operations Section Chief prior to the first Emergency Action Planning meeting.
Operational Phase
Develop with subordinates, alternatives for Branch control operations. Attend and participate in EOC Section Coordination meeting. Attend Emergency Action Planning meetings at the request of the Operations Section Chief.
Maintain running status on resources committed and available. Report to Operations Section Chief when the Emergency Action Plan (EAP) needs to be modified, or additional resources are needed, or surplus resources are available, or when hazardous situations or significant events occur.
Approve accident and medical reports (home agency forms) originating from the Branch. Coordinate all activities with the Operations Section Chief and consult with other Branches and Units within the Operations Section to assess the situation. Coordinate investigation and safety assessment of damage to buildings, structures, and property within the operational area for the purpose of:
Identifying life-threatening hazardous conditions for immediate abatement. 384
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44 Inspecting and identifying buildings and property for re-occupancy, and posting and declaring unsafe conditions.
Determining the cost and percentage of damage to all buildings, structures, and properties.
Provide safety assessment information and statistics to the Damage/Safety Assessment Unit.
Impose emergency building regulations as determined from performance of structures. Coordinate investigation of building code performance. Determine the extent of damage to buildings and structures and develop recommendations for building code changes. Alert public works personnel and initiate recall procedure, as required. Determine if all key public works personnel or their alternates are in the EOC or have been notified.
Assess the impact of the event on the public works operational capability. Coordinate resource requests with the Operations and Logistics Section Chiefs. Confirm that public works personnel needs are met (feeding, sheltering). Work with the Logistics Section.
Support clean-up, debris removal, and other recovery operations. Determine if key water supply (Diablo Water District) and wastewater (Ironhouse Sanitary District) personnel or alternates are in the EOC. Assess the impact of the event on the water supply and wastewater operations. Coordinate with the Diablo Water District and the Contra Costa Water District to establish water supplies to all areas in the City if necessary. Set water supply and wastewater priorities based on the nature of the event. Inventory all water supply and wastewater installations and systems. Check for possible failures.
Test water supply and issue water treatment advisories, as required through the Public Information Officer (PIO).
Establish priorities for the restoration of water supply and wastewater services. Coordinate with the Damage/Safety Assessment Unit and inventory the following essential city services to establish restoration priorities:
Electrical Power
Natural Gas
Telephone Services
Bridges
Over Crossings
Under Passes
Water System
Sewer System
Storm Drain System
Traffic ingress and egress
Damaged Structures
City of Pleasant Hill
Other Public Agencies
Private
Provide debris clearance personnel and resources.
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45 Provide sanitation services, as required. (Work with the Logistics Section) Demolish hazardous structures, as required.
Drain flooded areas, as required.
Develop and implement a plan for Potable Water and Sewer System Protection. Coordinate with other local utilities:
AT&T
Comcast
PG&E
Contra Costa Water District
Diablo Water District
Ironhouse Sanitary District
Maintain a log noting messages received, decisions made, actions taken, and other activities.
Prepare objectives for the Maintenance Branch for the subsequent operational period; provide them to the Operations Section Chief prior to the end of the shift and the next Emergency Action Planning meeting.
Attend Operational Period Briefing at the request of the Operations Section Chief. Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 386
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47 Damage/Safety Assessment Unit Leader
SECTION: Operations
PRIMARY: Chief Building Official
ALTERNATE: Building Inspector
SUPERVISOR: Operations Section Chief
General Duties
• Collect initial damage/safety assessment information from other branches/units within the Operations Section.
• Assigns resources within the Unit, reports on the progress of control operations, and the status of resources within the Unit.
• If the emergency is storm, flood, or earthquake related, ensure that inspection teams have been dispatched to assess the condition of all facilities that might be affected. • Provide detailed damage/safety assessment information to the Planning/Intelligence Section, with associated loss damage estimates.
• Maintain detailed records on damaged areas and structures. • Initiate requests for Engineers to inspect structures and/or facilities. • Supervise the Damage/Safety Assessment Unit.
Activation Phase
Review Common Responsibilities (Page 9). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Public Works/Building Branch Coordinator, or other assigned Supervisor. Prepare objectives for the Damage/Safety Assessment Unit; provide them to the Public Works/Building Branch Coordinator prior to the initial Emergency Action Planning meeting.
Operational Phase
Review assignments and EOC activities with subordinates and assign tasks. Ensure that the Communications and/or Supply/Procurement Unit are advised of all changes in status of resources assigned to the Unit.
Coordinate activities with adjacent Units.
Attend and participate in EOC Section Coordination meeting. Attend Emergency Action Planning meetings at the request of the Public Works/Building Branch Coordinator.
Submit situation and resources status information to the Operations Section Chief. 388
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48 Report hazardous situations, special occurrences, or significant events (e.g., accidents, and sickness) to immediate supervisor.
Ensure that assigned personnel and equipment get to and from assignments in a timely and orderly manner.
Participate in the development of tactical plans for the next operational period. Obtain initial damage/safety assessment information from the 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.
Maintain a list of structures and facilities requiring immediate inspection or engineering assessment.
Initiate all requests for engineers and building inspectors through the EOC. Keep the Public Work/Building Branch Coordinator informed of the inspection and engineering assessment status.
Refer all contacts with the media to the Public Information Officer. Attend Operational Period Briefing at the request of the Public Works/Building Branch Coordinator.
Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the nest operational period, and any other pertinent information.
Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 389
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49 Care and Shelter Branch Director
SECTION: Operations
PRIMARY: Recreation Manager
ALTERNATE: Recreation/Events Coordinator
SUPERVISOR: Operations Section Chief
General Duties
• Provides staffing and coordinates mass care and sheltering for affected residents and visitors.
• 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.
• Assist the American Red Cross with inquiries and registration services to reunite families or respond to inquiries from relatives or friends.
• Assist the American Red Cross with the transition from mass care to separate family/individual housing.
• Supervise the Care & Shelter Branch.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Operations Section Chief.
Based on the initial EOC strategic objectives, prepare objectives for the Care and Shelter Branch and provide them to the Operations Section Chief prior to the first Emergency Action Planning meeting.
Operational Phase
Identify and address the need for opening pre-designated and alternate shelters for disaster victims, families of essential workers, and Access and Functional Needs (AFN) populations.
Identify any other (pre-designates) locations that may be required for future shelter evacuation and treatment centers. Coordinate with Fire, Law Enforcement and Medical Units.
Obtain personnel and supplies to establish evacuation, shelter, and treatment centers, as required.
Attend and participate in EOC Section Coordination meeting. 390
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50 Attend Emergency Action Planning meetings at the request of the Operations Section Chief.
Establish communications with other volunteer agencies to provide clothing and other basic life sustaining needs.
Develop a plan to assist the Access and Functional Needs (AFN) populations of the city with evacuation, sheltering or transportation to a treatment center. Prepare a file for each shelter evacuation and treatment center listing:
o Location
o Type of Center (Evacuation, Shelter, Treatment)
o Date and time opened
o Managing agency or organization
o Maximum accommodations
o Supplies and materials delivered and consumed
o Date and time closed
o Number of people served
Coordinate with the Transportation Services Unit in the Logistics Section on transportation needs to and from the EOC.
Coordinate with Logistics and Finance/Administration Sections in procuring necessary supplies and materials for shelter evacuation and treatment center locations. Ensure that each activated shelter meets the requirements of the American Red Cross, and the requirements as described under the Americans with Disabilities Act. Staff and manage 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. Transition from operating shelters for displaced persons to separate family and individual housing.
Complete and maintain the Care and Shelter Status Report Form. Refer all contacts with the media to the Public Information Officer. Prepare objectives for the Care and Shelter Branch for the subsequent operational period; provide them to the Operations Section Chief prior to the end of the shift and the next Emergency Action Planning meeting.
Attend Operational Period Briefing at the request of the Operations Section Chief. Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Develop and implement a shelter shut-down plan.
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 391
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51 PLANNING/INTELLIGENCE SECTION
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53 Planning/Intelligence Section Chief
SECTION: Planning/Intelligence
PRIMARY: Community Development Director
ALTERNATE: Senior Planner
SUPERVISOR: EOC Director
General Duties
• Oversee the collection, evaluation, dissemination, and use of information about the development of the incident and the status of resources. • Ensure the safety and welfare of all Section personnel. • Ensure that the following responsibilities of the Planning/Intelligence Section are addressed as required:
o Collecting, analyzing, and displaying situation information, o Preparing periodic Situation Reports,
o Preparing and distributing the Emergency Action Plan and facilitating the Planning Process as described in Appendix E Meetings, Briefings and Action Plans.
o Conducting Advance Planning activities and reports,
o Providing technical support services to the various EOC sections and branches, and documenting and maintaining files on all EOC activities. • Establish the appropriate level of organization for the Planning/Intelligence Section. • Exercise overall responsibility for the coordination of unit activities within the section. • Keep the EOC Director informed of significant issues affecting the Planning/Intelligence Section.
• In coordination with the other section chiefs, ensure that Status Reports are completed and utilized as a basis for situation reports, and the Emergency Action Plan. • Supervise the Planning/Intelligence Section.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the EOC Director.
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 appropriate units within the section as needed and designate unit leaders:
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54 Situation Analysis Unit
Advance Planning Unit
Documentation Unit
Technical Specialist
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 Reports with their Planning/Intelligence Section. Meet with Operations Section Chief; obtain and review any major incident reports. Collect and process situation information about the incident. Review responsibilities of units in the section; develop plans for carrying out all responsibilities.
Make a list of key issues to be addressed by the Planning/Intelligence Section; in consultation with section staff, identify objectives to be accomplished during the initial Operational Period.
Keep the EOC Director informed of significant events. Establish information requirements and reporting schedules for Planning/Intelligence Section Units (e.g., Advance Planning and Situation Analysis). Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur.
Operational Phase
Ensure that Planning/Intelligence Section position logs and other necessary files are maintained.
Review intelligence information and determine its credibility and predict its influence on the incident response. Assign additional staff to assist, as required. Work with the Logistics Section to locate and have available lists of all active resources currently at your disposal, including personnel, equipment, and supplies. Also, obtain pertinent roadmaps, topographic details and building layouts or blueprints. Ensure that the Situation Analysis Unit is maintaining current information for the situation report.
Ensure that major incident reports and status reports are completed by the Operations Section and are accessible by Planning/Intelligence.
Ensure that a situation report is produced and distributed to EOC Sections and the Operational Area EOC at least once, prior to the end of each operational period. Provide periodic predictions on incident potential to the EOC Director. Report any significant changes in incident status.
Ensure that all status boards and other displays are kept current and that posted information is neat and legible.
Ensure that the Public Information Officer has immediate and unlimited access to all status reports and displays.
Determine need for any specialized resources in support of the incident. Establish special information collection activities as necessary (e.g., weather, environmental, toxics, etc.).
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55 Convene EOC Section Coordination meeting with staff to determine Section objectives based on the overall priorities.
Conduct periodic briefings with section staff and work to reach consensus among staff on section objectives for forthcoming operational periods. Facilitate all Emergency Action Planning meetings. Ensure that appropriate Emergency Action Planning procedures are followed (see Appendix E: Meetings, Briefings and Action Plans).
Ensure that objectives for each section are completed, collected, and posted in preparation for the next Emergency Action Planning meeting. Incorporate plans (e.g., Traffic, Medical, Communications, and Site Safety) into the Emergency Action Plan.
Ensure that the Emergency Action Plan is completed and distributed prior to the start of the next operational period.
Work closely with each unit within the Planning/Intelligence Section to ensure the section objectives, as defined in the current Emergency Action Plan, are being addressed.
Ensure that the Documentation Unit maintains files on all EOC activities and provides reproduction and archiving services for the EOC as required. Ensure that fiscal and administrative requirements are coordinated through the Finance Section.
Facilitate Operational Period Briefing. The Operational Period Briefing presents the Emergency Action Plan for the upcoming operational period to EOC personnel, ensuring that ongoing activities are identified and follow-up requirements are known. Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Oversee preparation and implementation of Incident Demobilization Plan. Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 396
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57 Situation Analysis Unit Leader
SECTION: Planning/Intellienge
PRIMARY: Project Manager
ALTERNATE: Assistant Engineer
SUPERVISOR: Planning/Intelligence Section Chief
General Duties
• Oversee the collection, processing, and organizing of all incident information and evaluate, analyze, and display that information for use by all others in the EOC. • Ensure that information collected from all sources is validated prior to posting on status boards.
• Ensure that situation reports are developed for dissemination to EOC staff and to other EOCs and DOCs as required.
• Ensure that an Emergency Action Plan is developed for each operational period. • Ensure that all maps, status boards and other displays contain current and accurate information.
• Supervise Situation Assessment Unit.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Planning/Intelligence Section Chief.
Contact local government EOCs in the operational area and establish a schedule for obtaining situation reports.
Ensure there is adequate staff available to collect and analyze incoming information, maintain the Situation Report, and facilitate the Emergency Action Planning process. Prepare objectives for the Situation Analysis Unit; provide them to the Planning/Intelligence Section prior to the initial Emergency Action Planning meeting.
Operational Phase
Collect, compile, record, and analyze the following incident data:
o Location and nature of event
o Special hazards
o Number of injured
o Number of deceased
o Property damage estimate (dollar value)
o City resources committed to event response
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58 o Assistance provided by outside agencies and other agency resources committed o Shelter types established and locations
o Number of people that can be accommodated at shelters Attend and participate in EOC Section Coordination meeting. Prepare, post, or disseminate resource and situation status information as required, including special requests.
Oversee the preparation and distribution of the Situation Report. Coordinate with the Documentation Unit for manual distribution and reproduction as required. Prepare periodic predictions or as requested.
Provide photographic services and maps if required. Submit to Planning/Intelligence Section Chief.
Develop and track sources of information for each of the Section Chiefs. Assist Planning/Intelligence Section Chief in collecting and organizing data from other Section Chiefs.
Develop and implement an Information Source Check System to ensure follow-up contacts are made.
Post and maintain weather condition updates.
Post and maintain roadway condition and closure information. Work with the Law Enforcement Branch Director to develop and submit a traffic plan for the Planning/Intelligence Section Chief.
Ensure that each EOC Section provides the Situation Analysis Unit with status reports on a regular basis.
Meet with the Public Information Officer to determine the best method for ensuring access to current information.
Prepare a situation summary for the Emergency Action Planning meeting. Ensure each section provides their objectives at least 30 minutes prior to each Emergency Action Planning meeting.
In preparation for the Emergency 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, situation reports, etc.). Compile and present incident data at Emergency Action Planning meetings at the request of the Planning/Intelligence Section Chief.
Following the meeting, ensure that the Documentation Unit publishes and distributes the Emergency Action Plan prior to the beginning of the next operational period. Ensure that adequate staff is assigned to maintain all maps, status boards and other displays.
Attend Operational Period Briefing at the request of the Planning/Intelligence Section Chief.
Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information. 399
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59 Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 400
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61 Advance Planning Unit Leader
SECTION: Planning/Intellienge
PRIMARY: Senior Planner
ALTERNATE: Associate Planner
SUPERVISOR: Planning/Intelligence Section Chief
General Duties
• Review all available status reports, Emergency Action Plans, and other significant documents. Determine potential future impacts of the emergency; particularly issues which might modify the overall strategic EOC objectives. • Provide periodic briefings for the EOC Director and General Staff addressing Advance Planning issues.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Planning/Intelligence Section Chief.
Prepare objectives for the Advance Planning Unit; provide them to the Planning/Intelligence Section Chief prior to the initial Emergency Action Planning meeting.
Operational Phase
Attend and participate in EOC Section Coordination meeting. Attend Emergency Action Planning meetings at the request of the Planning/Intelligence Section Chief.
Monitor the current situation report to include recent updates. Review Emergency Action Planning objectives submitted by each section for the next operational period. In conjunction with the General Staff, recommend a transition strategy to the EOC Director when EOC activity shifts predominately to recovery operations.
Attend Operational Period Briefing at the request of the Planning/Intelligence Section Chief.
Provides your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 402
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63 Documentation Unit Leader
SECTION: Planning/Intelligence
PRIMARY: Administrative Supervisor (Eng)
ALTERNATE: Administrative Assistant
SUPERVISOR: Planning/Intelligence Section Chief
General Duties
• Collect, organize, and file all completed emergency related forms, to include: all EOC position logs, situation reports, Emergency Action Plans, and any other related information, just prior to the end of each operational period. • Provides duplication services; packs and stores vital records for legal, analytical, and historical purposes.
• Distribute the EOC situation reports, Emergency Action Plan, and other documents, as required.
• Maintain a permanent electronic archive of all situation reports and Emergency Action Plans associated with the emergency.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Planning/Intelligence Section Chief.
Operational Phase
Attend and participate in EOC Section Coordination meeting. Meet with the Planning/Intelligence Section Chief to determine what EOC materials should be maintained as official records.
File all official forms and reports.
Review records for accuracy and completeness; inform appropriate units of errors or omissions.
Provide incident documentation as requested.
Stores files for post-incident use.
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. Maintain a file of all completed original Incident Command System (ICS) Form 213s (General Message Form) and ICS Form 214s (Activity Log). Reproduce and distribute the Situation Reports and Emergency Action Plans. Ensure distribution is made to the Operational Area EOC.
Keep extra copies of reports and plans available for special distribution as required. Set up and maintain document reproduction services for the EOC. 404
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64 Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 405
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65 Technical Specialist (Optional)
SECTION: Planning/Intelligence
PRIMARY: To be assigned as necessary
ALTERNATE: To be assigned as necessary
SUPERVISOR: Planning/Intelligence Section Chief
General Duties
• Acts as an advisory resource person to the Planning/Intelligence Section Chief by providing expert information in the development of the Emergency Action Plan.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Planning/Intelligence Section Chief.
Operational Phase
Determine coordination procedures with other sections, units, and local agencies. Attend and participate in EOC Section Coordination meeting. Establish work area and acquire work materials.
Attend Emergency Action Planning meetings at the request of the Planning/Intelligence Section Chief.
Participate in the development of the Emergency Action Plan (EAP) and review the general control objectives including alternative strategies as appropriate. Keep Planning/Intelligence Section Chief informed.
Act as a resource to members of the EOC staff in matters relative to your technical specialty.
Attend Operational Period Briefing at the request of the Planning/Intelligence Section Chief.
Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 406
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67 LOGISTICS SECTION
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69 Logistics Section Chief
SECTION: Logistics
PRIMARY: Admin. Services Director
ALTERNATE: Human Resources Manager
SUPERVISOR: EOC Director
General Duties
• Provide facilities, services, and material in support of the incident. • Provide and maintain the EOC communications systems and the City’s public safety radio systems.
• Ensure the Logistics function is carried out in support of the EOC. This function includes providing communication services, resource tracking; acquiring equipment, supplies, personnel, facilities, and transportation services; as well as arranging for food, lodging and other support services as required.
• Coordinate closely with the Operations Section Chief to establish priorities for resource allocation to activated Incident Commands within the affected area. • Keep the EOC Director informed of all significant issues relating to the Logistics Section. • Supervise the Logistics Section.
Activation Phase
Review Common Responsibilities (Page 9). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the EOC Director.
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.
Based on the situation, activate units within section as needed and designate Unit Leaders for each element:
Supply/Procurement Unit
Transportation Services Unit
Personnel/Volunteers Unit
Facilities Unit
Communications Unit
Assign work locations and preliminary work tasks to Section personnel. Notify Supply/Procurement Unit of Logistics Section Units activated including names and locations of assigned personnel.
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70 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 Department Operations Centers (DOC) or Incident Command Posts (ICPs) 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.
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 Logistics Section position logs and other necessary files are maintained. Convene EOC Section Coordination meeting with staff to determine Section objectives based on the overall priorities. Assist Unit Leaders in developing objectives for the section as well as plans to accomplish their objectives within the first operational period. 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 Emergency Action Planning meeting. Attend and participate in all Emergency Action Planning meetings. Prepare service and support elements of the Emergency Action Plan. Ensure that the Supply/Procurement Branch coordinates closely with the Purchasing Unit in the Finance/Administration Section, and that all required documents and procedures are completed and followed.
Identify service and support requirements for planned and expected operations. Provide input to and review Communications Plan, Medical Plan and Traffic Plan. Coordinate and process requests for additional resources. Coordinate support operations with the Operations Section Chief for facilities, transportation requirements and materials needed to support units of the Operations Section. Advise on current services and support capabilities. Coordinate and process requests for additional resources. Ensure that all resources are tracked and accounted for, as well as resources ordered through Mutual Aid.
Consider assigning a scribe for the purpose of tracking arrival and deployment of personnel and equipment.
Estimate future service and support requirements.
Establish protocol for ordering food or preparing food for EOC personnel. Update the EOC Director on concerns for resources and support for the event. Include priorities and proposed plans.
Provide section staff with information updates as required. Attend and participate in Operational Period Briefing. The Operational Period Briefing presents the Emergency Action Plan for the upcoming operational period to EOC 411
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71 personnel, ensuring that ongoing activities are identified and follow-up requirements are known.
Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Receive Demobilization Plan from Planning/Intelligence Section. Recommend release of unit resources in conformity with Demobilization Plan. Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 412
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73 Communications Unit Leader
SECTION: Logistics
PRIMARY: Information Technology Manager
ALTERNATE: Contract IT Technician
SUPERVISOR: Logistics Section Chief
General Duties
• Develop and distribute a Communications Plan that identifies all systems in use and lists specific frequencies allotted for the emergency.
• Install and test all communications equipment, distribute communications equipment to personnel, and maintain and repairs communications equipment. Ensure that a communications link is established with the Operational Area EOC. • Ensure radio, telephone, and computer resources and services are provided to EOC staff as required.
• Determine specific computer requirements for all EOC positions. • Supervise the Communications Branch.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Logistics Section Chief.
Prepare objectives for the Communications Unit; provide them to the Logistics Section Chief prior to the initial Emergency Action Planning meeting.
Operational Phase
Ensure communications systems are installed, tested, and maintained. Provide communications support to dispatchers, operators, and other personnel. Maintain records on all communications equipment as appropriate. Attend and participate in EOC Section Coordination meeting. Attend Emergency Action Planning meetings at the request of the Logistics Section Chief.
Develop and implement a Communications Plan to include:
o Police
o Fire
o Public Services
o Amateur Radio Operators
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74 o School Districts
o Red Cross
o Utility Companies
o Other Agencies
Keep all sections informed of the status of the communications systems, particularly those that are being restored.
Coordinate with all EOC sections/branches/units regarding the use of all communication systems.
Ensure that adequate communications operators are mobilized to accommodate each discipline on a 24-hour basis or as required.
Ensure that communications links are established with activated EOCs 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.
Monitor and report on the following technical information:
o Adequacy of communications systems in operation
o Geographic limitation of communications systems
o Amount and types of equipment available
o Problems in the use of communication equipment
o Equipment service requirements
o Equipment tests and repairs
o Equipment inventory control (collection and distribution) Keep the Logistics Section Chief informed of the status of the communications systems. Inform the Planning/Intelligence Section Chief on communications capabilities and limitations.
Refer all contacts with the media to the Public Information Officer. Attend Operational Period Briefing at the request of the Logistics Section Chief. Recover equipment from relieved or released units.
Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 415
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75 Supplies Procurement/Resource Tracking Unit Leader
SECTION: Logistics
PRIMARY: Code Enforcement Officer
ALTERNATE: Senior Permit Technician
SUPERVISOR: Logistics Section Chief
General Duties
• Order personnel, equipment, and supplies; receives and stores all supplies for the incident.
• Coordinate procurement actions with the Finance/Administration Section • Maintain an inventory of supplies; services non-expendable supplies and equipment. • Coordinate delivery of supplies and materials as required. • Administer all financial matters pertaining to purchases, vendor contracts, leases, and fiscal agreements.
• Maintain detailed tracking records of resources allocation and use (resources already in place, resources requested but not yet on scene, and estimates of future resource needs); logs and invoices to support the documentation process and resource information displays in the EOC.
• Develop and maintain resource status/location boards in the Logistics Section. • Supervise the Supply/Procurement Unit.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Logistics Section Chief.
Prepare objectives for the Supply/Procurement Unit; provide them to the Logistics Section Chief prior to the initial Emergency Action Planning meeting.
Operational Phase
Attend and participate in EOC Section Coordination meeting. Attend Emergency Action Planning meetings at the request of the Logistics Section Chief.
Determine the type and amount of supplies en route.
Determine if requested types and quantities of supplies and materiel are available in inventory.
Determine procurement spending limits with the Finance/Administration Section. Obtain a list of pre-designated emergency purchase orders as required. 416
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76 Whenever possible, meet personally with the requesting party to clarify types and amount of supplies and material, and verify that the request has not been previously filled through another source.
Identify needs for special resources. Consider all resource needs, such as specialized equipment and personnel. Many specialized resources will have a delayed response due to their limited availability and will require as much advanced notice as possible to ensure a timely arrival.
Maintain a status board or other reference depicting procurement actions in progress and their current status.
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 and time of the request, name and position of the requestor, items requested, priority designation, time the request was processed and estimated time of arrival or delivery to the requesting party.
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. 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.
Coordinate with Compensation and Claims Unit for processing claims. Coordinate cost data in contracts with Recordkeeping/Accounting Unit. 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 Services Unit. In coordination with the Personnel/Volunteers 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.
Service reusable equipment.
Keep the Logistics Section Chief informed of significant issues affecting the Supplies Procurement/Resource Tracking Unit.
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.
Attend Operational Period Briefing at the request of the Logistics Section Chief. 417
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77 Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 418
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79 Transportation Services Unit Leader
SECTION: Logistics
PRIMARY: Police Services Assistant. (Fleet)
ALTERNATE: Code Enforcement Technician
SUPERVISOR: Logistics Section Chief
General Duties
• Provide support for out-of-service resources; transportation of personnel, supplies, food, and equipment; fueling, service, maintenance and repair of vehicles and other ground support equipment (Field).
• Develop and implement the Incident Traffic Plan (Field). • Provides transportation to move personnel to and from the EOC, and to and from the incident scene, and for public evacuation and sheltering if necessary.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Logistics Section Chief.
Prepare objectives for the Transportation Services Unit; provide them to the Logistics Section Chief prior to the initial Emergency Action Planning meeting.
Operational Phase
Attend and participate in EOC Section Coordination meeting. Attend Emergency Action Planning meetings at the request of the Logistics Section Chief.
Notify Supply/Procurement Unit of all status changes on support and transportation vehicles.
Provide and maintain a resource list for the following:
o Heavy Equipment
o Cars
o Buses
o Light Trucks
o Heavy Trucks
Determine if requested transportation resources are available in inventory. 420
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80 Arrange for and activate fueling, maintenance and repair of ground resources. Check fuel availability from bulk fuel vendors.
Check fuel levels of all city facilities.
o Gasoline
o Diesel
Establish staging areas for vehicles.
Establish communications with all staging areas.
From Planning/Intelligence Section and field sources, determine status of transportation system into and within the affected area. Coordinate with other sections and units to identify current transportation priorities and estimated times for restoration of the disaster route system. Provide information to other Sections. Coordinate with the Planning/Intelligence and Operations Sections to determine which disaster routes are available for emergency use.
Establish a transportation plan for the:
o Movement of personnel, supplies, and equipment to and from the EOC, field units, shelters, and field treatment sites.
o Transportation of patients from hospitals to alternate care sites, when alternate care sites are activated (hospital surge and bed capacity overwhelmed or hospital evacuated).
o Transportation of emergency workers and volunteers to and from risk area. Provide transportation for evacuation as required. Include transportation suitable for Access and Functional Needs (AFN) populations.
Coordinate transportation of animals, as required.
Provide fuel for equipment at the incident scene for extended operations. Alert the following agencies and request assistance, as required:
o Tri Delta Transit
o Contra Costa Transportation Authority
o School Districts
o Bay Area Rapid Transit District (BART)
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.
As reports are received from field units and EOC sections and as sufficient information develops, analyze the situation and anticipate transportation requirements. Determine procurement spending limits with the Finance/Administration Section. Obtain a list of pre-designated emergency purchase orders as required. Whenever possible, meet personally with the requesting party to clarify transportation resource needs, and verify that the request has not been previously filled through another source.
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81 Maintain a status board or other reference depicting procurement actions in progress and their 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 material, from suppliers and vendors and if they will accept purchase orders as payment, prior to completing the order. 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 Section for development of necessary agreements. Keep the Logistics Section Chief informed of significant issues affecting the Transportation Services Unit.
Attend Operational Period Briefing at the request of the Logistics Section Chief. Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 422
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83 Personnel/Volunteers Unit Leader
SECTION: Logistics
PRIMARY: Administrative Technician (HR)
ALTERNATE: Police Records Assistant
SUPERVISOR: Logistics Section Chief
General Duties
• Support human resource needs of the incident; coordinates use of volunteers; documents names, assignments and duty hours of all personnel committed to the operation.
• Provide personnel resources as requested in support of the EOC and Field Operations.
• Identify, recruit, and register volunteers as required. • Develop an EOC organization chart.
• Supervise the Personnel/Volunteers Unit.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Logistics Section Chief.
Prepare objectives for the Personnel/Volunteers Unit; provide them to the Logistics Section Chief prior to the initial Emergency Action Planning meeting.
Operations Phase
Attend and participate in EOC Section Coordination meeting. Attend Emergency Action Planning meetings at the request of the Logistics Section Chief.
In conjunction with the Planning/Intelligence Section, 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.
Assign an entry controller/security person at the entry point into the EOC to ensure only authorized personnel are allowed entry to the EOC, and that every individual that enters the EOC has properly signed in. If possible, this individual should be a uniformed Police Reserve or Police Volunteer Officer.
Coordinate with the Liaison Officer and EOC Coordinator to ensure that all EOC staff to include volunteers, receive a current situation and safety briefing upon check-in. 424
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84 Canvas the Operations and Planning/Intelligence Sections to determine immediate needs for volunteer or other support. Determine what types of skills are needed, where, and for how long.
If volunteers are needed, coordinate with city affiliated volunteers (e.g., Community Emergency Response Teams) first.
Establish communications with volunteer agencies and other organizations that can provide personnel resources.
Coordinate with the Operational Area EOC to activate the Emergency Management Mutual Aid System (EMMA), if required.
Determine the number and location of City personnel assigned to field activities. Determine the number and location of people already working as volunteers. Identify the number of "On Duty" personnel available for assignment. 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. Maintain a status board or other reference to keep track of incoming personnel resources.
Update EOC organization chart for each operational period. Coordinate with the Liaison Officer and EOC Coordinator to ensure access, badging or identification and proper direction for responding personnel upon arrival at the EOC. Assist the Fire/Rescue and Law Enforcement Branches in the Operations Section 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 EOC Coordinator, determine the need for crisis counseling for emergency workers; acquire mental health specialists as needed. Coordinate with the Public Information Officer (PIO) for public release of the location of an Emergency Volunteer Center (EVC) if activated.
Establish EVC locations with sufficient staff to register volunteers, and swear in volunteers as Disaster Service Workers (DSW).
Develop a relief plan and coordinate with all sections. Keep the Logistics Section Chief informed of significant issues affecting the Personnel/Volunteers Unit.
Maintain a personnel resource pool.
Forward all personnel time records and related documentation to the Recordkeeping/Accounting Unit in the Finance/Administration Section. Attend Operational Period Briefing at the request of the Logistics Section Chief. Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Supervise the demobilization of the Personnel/Volunteers Unit to include return of nonexpendable property, inventory and disposition of remaining expendable property, payment of vouchers and control of documentation.
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85 Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 426
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87 FINANCE/ADMINISTRATION SECTION
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89 Finance/Administration Section Chief
SECTION: Finance/Administration
PRIMARY: Administrative Services Director
ALTERNATE: Finance Manager
SUPERVISOR: EOC Director
General Duties
• Manage finances on behalf of the EOC Director and coordinate the financial and cost recovery activities of applicable city agencies and departments. • Ensure that all on-duty time sheets are collected from EOC assigned personnel and that departments are collecting this information from Field Level Supervisors or Incident Commanders and their staffs.
• Ensure there is a continuum of the payroll process for all employees responding to the emergency.
• Determine purchase order limits for the procurement function in Logistics Section. • 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 California Governor’s Office of Emergency Services (OES). • Supervise the Finance/Administration Section.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the EOC Director.
Ensure that the Finance/Administration Section is set up properly and that appropriate personnel, equipment, and supplies are in place.
Based on the situation, activate units within section as needed and designate Unit Leaders for each element:
Recordkeeping/Accounting Unit
Purchasing/Cost Recovery Unit
Compensation and Claims Unit
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 the Logistics Section.
Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur.
Operational Phase
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90 Ensure that Finance/Administration Section position logs and other necessary files are maintained.
Ensure that displays associated with the Finance/Administration Section are current, and that information is posted in a legible and concise manner. Convene EOC Section Coordination meeting with staff to determine Section objectives based on the overall priorities.
Provide the Planning/Intelligence Section Chief with the Finance/Administration Section objectives at least 30 minutes prior to each Emergency Action Planning meeting. Attend and participate in all Emergency Action Planning meetings. Keep the EOC Director, General Staff and elected/other officials aware of the current fiscal situation and other related matters, on an on-going basis. Ensure that the Recordkeeping/Accounting Unit in the Finance/Administration Section maintains all financial records throughout the emergency. Ensure that the Recordkeeping/Accounting Unit tracks and records all agency staff time. Work closely with the Logistics Section to anticipate and assist them with procurement and provide financial support required for expected operations. Working with assigned staff, make recommendations for cost savings to the Management Staff.
In coordination with the Logistics Section, ensure that the Purchasing/Cost Recovery 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 emergency, in a reasonable time frame, given the nature of the situation.
Ensure that the Recordkeeping/Accounting 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.
Develop a plan to track all billable staff, resources, and supplies during the event response.
Prepare all financial obligation documentation. Review and expedite invoices and claims from vendors.
Provide periodic updates of financial status and matters to the Command/Management staff.
Ensure that all recovery documentation is accurately maintained by the Recordkeeping/Accounting 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 (OES).
Review and expedite invoices, claims, and applications for relief from vendors, victims, and others.
Provide periodic cost analysis updates to the EOC Director. Prepare applications and claims for federal and state assistance. Develop and implement a Price Stabilization, Rent Stabilization and Consumer Rationing Plan in compliance with the State Economic Stabilization Plan if necessary. Attend and participate in Operational Period Briefing. The Operational Period Briefing presents the Emergency Action Plan for the upcoming operational period to EOC personnel, ensuring that ongoing activities are identified and follow-up requirements are known.
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91 Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Provide financial input to demobilization planning.
Brief agency administrative personnel on all incident-related financial issues needing attention or follow-up prior to leaving incident.
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 432
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93 Recordkeeping/Accounting Unit Leader
SECTION: Finance/Administration
PRIMARY: Accountant
ALTERNATE: Records Supervisor (Police Department)
SUPERVISOR: Finance/Administration Section Chief
General Duties
• Maintain records of all personnel time and worked at the emergency which includes all volunteers that may or may not be previously registered as Disaster Service Workers (DSW).
• Ensure that personnel time records, travel expense claims and other related forms are prepared and submitted to the Budget and Payroll office. • Provide the projected cost of supplies, materials, and equipment to support the incident. • Collect all cost data, performance cost effectiveness analyses, and cost estimates and cost saving recommendations.
• Supervise the Recordkeeping/Accounting Unit.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Finance/Administration Section Chief.
Prepare objectives for the Recordkeeping/Accounting Unit; provide them to the Finance/Administration Section Chief prior to the initial Emergency Action Planning meeting.
Operational Phase
Initiate, gather and update time reports from all personnel, to include volunteers assigned to each shift; ensure that time records are accurate and prepared in compliance with policy.
Attend and participate in EOC Section Coordination meeting. Attend Emergency Action Planning meetings at the request of the Finance/Administration Section Chief.
Obtain complete personnel rosters from the Personnel/Volunteers 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. Maintain records security and separate logs for overtime hours. 434
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94 Create and maintain a file for employee time records. Each file should include the following for each employee:
o Correct identification
o Specific pay provisions
o Hours worked
o Travel
o Time of termination of involvement in the response
Create and maintain a file for time reports on equipment and facilities that either need regular maintenance or are rented or leased.
Maintain EOC sign-in and sign-out sheets.
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. Establish (or implement) an accounting system and special cost codes associated with this emergency.
Monitor and maintain fiscal records of all expenditures related to the incident. Ensure all obligation documents initiated are properly prepared and accurately identified.
Ensure that all sections and units are documenting cost related information. Ensure that all hired equipment and personnel that require payment are identified. Collect and compile all cost information at the end of each shift. Obtain and record all cost data to cover:
• Personnel
• Equipment
• Rental/Contract Equipment
• Supplies from outside vendors
• Contracts for special or emergency services
Coordinate with the Documentation Unit on content and format of cost related files to be transferred.
Review existing documentation to determine if there are additional cost items that may have been overlooked.
Prepare cost estimates related to EOC objectives and strategies. Be prepared to discuss these at Emergency Action Planning Meetings if required. Compile cumulative cost records daily.
Ensure that departments are compiling cost information using any special agency/jurisdiction cost codes.
Ensure that estimate costs are replaced with actual costs where known. Make cost-saving recommendations to the Finance/Administration Section Chief. Prepare and maintain a cost report to include cumulative analysis, summaries and total expenditures related to the emergency.
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95 Organize and prepare records for audits as necessary. Act as the liaison for the EOC with county and other disaster assistance agencies to coordinate the cost recovery process.
Prepare all required state and federal documentation as necessary to recover allowable costs.
Attend Operational Period Briefing at the request of the Finance/Administration Section Chief.
Ensure that all records are current and complete prior to demobilization. Release time reports from assisting agency personnel to the respective Agency Representatives prior to demobilization.
Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and any other pertinent information.
Demobilization Phase
Close out personnel time reports before they leave the EOC. Brief Finance/Administration Section Chief on current problems and recommendations, outstanding issues, and follow-up requirements.
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 436
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97 Purchasing/Cost Recovery Unit Leader
SECTION: Finance/Administration
PRIMARY: Accounting Technician
ALTERNATE: Administrative Technician (Police
Department)
SUPERVISOR: Finance/Administration Section Chief
General Duties
• Coordinate vendor contracts not previously addressed by existing approved vendor lists.
• Coordinate with Finance/Administration Section Chief on all matters involving the need to exceed established purchase order limits.
• Supervise the Purchasing/Cost Recovery Unit.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Finance/Administration Section Chief or other assigned Supervisor. Prepare objectives for the Purchasing/Cost Recovery Unit; provide them to the Finance/Administration Section Chief prior to the initial Emergency Action Planning meeting.
Operational Phase
Review the emergency purchasing procedures.
Attend and participate in EOC Section Coordination meeting. Attend Emergency Action Planning meetings at the request of the Finance/Administration Section Chief.
Prepare and sign contracts as needed; be sure to obtain concurrence from the Finance 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.
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. 438
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98 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.
Attend Operational Period Briefing at the request of the Finance/Administration Section Chief.
Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and all other pertinent information.
Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 439
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99 Compensation/Claims Unit Leader
SECTION: Finance/Administration
PRIMARY: Payroll Specialist
ALTERNATE: Administrative Assistant (City Clerk)
SUPERVISOR: Finance/Administration Section Chief
General Duties
• Manage all legal claims for compensation filed against the City. • Accept, as official agent for the City, all legal claims resulting from damage compensation presented to the City of Pleasant Hill.
• Advise the EOC Director in areas of claims for bodily injury and property damage compensation presented to the City.
• Complete all forms required by workers’ compensation program. • Maintain a file of injuries and illnesses associated with the emergency which includes results of investigations.
• Supervise the Compensation/Claims Unit.
Activation Phase
Review Common Responsibilities (Page 4). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. Report to the Finance/Administration Section Chief.
Prepare objectives for the Compensation and Claims Unit; provide them to the Finance/Administration Section Chief prior to the initial Emergency Action Planning meeting.
Operational Phase
Attend and participate in EOC Section Coordination meeting. Attend Emergency Action Planning meetings at the request of the Finance/Administration Section Chief.
Determine the need for Compensation for Injury Specialists and Claims Specialists and order personnel as needed.
Maintain a chronological log of injuries and illnesses, and property damage reported during the emergency.
Investigate all injury and damage claims as soon as possible. Obtain a copy of the Medical Plan if one is required. 440
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Review procedures for handling claims with the Supplies Procurement/Resource Tracking Unit.
Prepare claims for damage to City property.
Prepare appropriate forms for all verifiable injury claims and forward them to Workers’ Compensation within the required time frame consistent with jurisdiction’s policy and procedures.
Develop and implement an Accident Investigation Plan for the event if required. Notify and file claims with insurers.
Ensure that public employees injured during the response have completed claims at the Personnel/Volunteers Unit.
Receive claims against the City in the absence of the City Clerk. Periodically review logs and forms for completeness, accuracy, timeliness, and compliance with policies and procedures.
Coordinate with the EOC Coordinator regarding the mitigation of hazards. Keep the Finance/Administration Section Chief informed of significant issues affecting the Compensation and Claims Unit.
Attend Operational Period Briefing at the request of the Finance/Administration Section Chief.
Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, activities for the next operational period, and all other pertinent information.
Demobilization Phase
Follow the Demobilization Phase Checklist (Page 101). This checklist is applicable to all EOC personnel and should be attached to all position-specific checklists. 441
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101
Demobilization Phase Checklist
* Please Note: the following is a checklist applicable to all EOC personnel and should be attached to all position-specific checklists:
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. 442
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Appendix C: Emergency Operations Center Forms
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EMERGENCY ACTIONPLAN
OPERATIONALPERIOD:
FROM: Date/Time TO: Date/Time
PREPARED:
Date/Time
GENERAL OBJECTIVES
(Objectives should be stated in measurable terms to allow for evaluation of progress. Each TASK assigned on the following pages of this plan to EOC Sections should address a specific Objective)
WEATHER FORECAST FOR OPERATIONAL PERIOD
SAFETY MESSAGE
ATTACHMENTS (CHECK IF ATTACHED)
Current SituationReport EOC Section Tasks Assignments
Prepared By: (Planning Section Chief): Approved by (EOC Director):
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EOC SECTION TASKS
For Op Period From: Date/Time to: Date/Time
MANAGEMENT SECTION Assigned To:
PUBLIC INFORMATION OFFICER Assigned To:
OPERATIONS SECTION Assigned To:
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EOC SECTION TASKS
For Op Period From: Date/Time to: Date/Time
PLANNING/INTELLIGENCE SECTION Assigned To:
LOGISTICS SECTION Assigned To:
FINANCE/ADMINISTRATION SECTION Assigned To:
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EOC STAFFING LIST
For Op Period From: Date/Time to: Date/Time
MANAGEMENT SECTION OPERATIONS SECTION
PLANNING/INTEL. SECTION LOGISTICS SECTION
AGENCY REPRESENTATIVES FINANCE/ADMN. SECTION
Prepared by: (Planning/Intel. Section Chief): Approved by: (EOC Director):
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Situation Summary Status Normal Under
Control
Help
Needed
Prognosis Improving Stable Worsening
Event Type/Name: Last Update:
CURRENT
SITUATION SUMMARY
PRIORITY
OBJECTIVES
CURRENT
SITUATION
NUMBER DETAILS, LOCATIONS, COMMENTS
DEATHS/INJURIES
DAMAGED
STRUCTURES
UTILITIES
COMMUNICATIONS
ROADS
EVACUATIONS
SHELTERS
WEATHER
RESPONSE
MUTUAL AID
REQUESTS
LAST NEXT
24 HRS 24 HRS
DETAILS, LOCATIONS, COMMENTS
LAW ENFORCEMENT Y N Y N
FIRE/RESCUE/EMS Y N Y N
CONSTRUCTION/
ENGINEERING
Y N Y N
CARE & SHELTER Y N Y N
TRANSPORTATION Y N Y N
Prepared by Situation Assessment Unit
Leader:
Approved by EOC Director:
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111
CITY OF OAKLEY EOC CHECK-IN LOG
INCIDENT NAME: DATE/TIME PREPARED: OPERATIONAL PERIOD:
LAST NAME FIRST NAME EOC POSITION DATE/TIME
CHECK-IN
DATE/TIME
CHECK OUT
PREPARED BY: Name:
__________________________________
Position/Title:
______________________________
Signature
_________________________
Date/Time:
______________________
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GENERAL MESSAGE (ICS 213)
1. Incident Name (Optional):
2. To (Name and Position):
3. From (Name and Position):
4. Subject: 5. Date: 6. Time
7. Message:
8. Approved by: Name: Signature: Position/Title:
9. Reply:
10. Replied by: Name: Position/Title: Signature:
ICS 213 Date/Time:
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ICS 213
General Message
Purpose. The General Message (ICS 213) is used by the incident dispatchers to record incoming messages that cannot be orally transmitted to the intended recipients. The ICS 213 is also used by the Incident Command Post and other incident personnel to transmit messages (e.g., resource order, incident name change, other ICS coordination issues, etc.) to the Incident Communications Center for transmission via radio or telephone to the addressee. This form is used to send any message or notification to incident personnel that requires hard-copy delivery.
Preparation. The ICS 213 may be initiated by incident dispatchers and any other personnel on an incident.
Distribution. Upon completion, the ICS 213 may be delivered to the addressee and/or delivered to the Incident Communication Center for transmission.
Notes:
• The ICS 213 is a three-part form, typically using carbon paper. The sender will complete Part 1 of the form and send Parts 2 and 3 to the recipient. The recipient will complete Part 2 and return Part 3 to the sender. • A copy of the ICS 213 should be sent to and maintained within the Documentation Unit. • Contact information for the sender and receiver can be added for communications purposes to confirm resource orders. Refer to 213RR example (Appendix B)
Block
Number Block Title Instructions
1 Incident Name (Optional) Enter the name assigned to the incident. This block is optional. 2 To (Name and Position) Enter the name and position the General Message is intended for. For all individuals, use at least the first initial and last name. For Unified Command, include agency names.
3 From (Name and Position) Enter the name and position of the individual sending the General Message. For all individuals, use at least the first initial and last name.
For Unified Command, include agency names.
4 Subject Enter the subject of the message.
5 Date Enter the date (month/day/year) of the message.
6 Time Enter the time (using the 24-hour clock) of the message. 7 Message Enter the content of the message. Try to be as concise as possible. 8 Approved by
• Name
• Signature
• Position/Title
Enter the name, signature, and ICS position/title of the person approving the message.
9 Reply The intended recipient will enter a reply to the message and return it to the originator.
10 Replied by
• Name
• Position/Title
• Signature
• Date/Time
Enter the name, ICS position/title, and signature of the person replying to the message. Enter date (month/day/year) and time prepared (24- hour clock).
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ACTIVITY LOG (ICS 214)
1. Incident Name: 2. Operational Period: Date From: Date To:
Time From: Time To:
3. Name: 4. ICS Position: 5. Home Agency (and Unit):
6. Resources Assigned:
Name ICS Position Home Agency (and Unit)
7. Activity Log:
Date/Time Notable Activities
8. Prepared by: Name: Position/Title: Signature:
ICS 214, Page 1 Date/Time:
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ACTIVITY LOG (ICS 214)
1. Incident Name: 2. Operational Period: Date From: Date To:
Time From: Time To:
7. Activity Log (continuation):
Date/Time Notable Activities
8. Prepared by: Name: Position/Title: Signature:
ICS 214, Page 2 Date/Time:
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ICS 214
Activity Log
Purpose. The Activity Log (ICS 214) records details of notable activities at any ICS level, including single resources, equipment, Task Forces, etc. These logs provide basic incident activity documentation, and a reference for any afteraction report.
Preparation. An ICS 214 can be initiated and maintained by personnel in various ICS positions as it is needed or appropriate. Personnel should document how relevant incident activities are occurring and progressing, or any notable events or communications.
Distribution. Completed ICS 214s are submitted to supervisors, who forward them to the Documentation Unit. All completed original forms must be given to the Documentation Unit, which maintains a file of all ICS 214s. It is recommended that individuals retain a copy for their own records.
Notes:
• The ICS 214 can be printed as a two-sided form.
• Use additional copies as continuation sheets as needed, and indicate pagination as used.
Block
Number Block Title Instructions
1 Incident Name Enter the name assigned to the incident. 2 Operational Period
• Date and Time From
• Date and Time To
Enter the start date (month/day/year) and time (using the 24-hour clock) and end date and time for the operational period to which the form applies.
3 Name Enter the title of the organizational unit or resource designator (e.g., Facilities Unit, Safety Officer, Strike Team).
4 ICS Position Enter the name and ICS position of the individual in charge of the Unit. 5 Home Agency (and Unit) Enter the home agency of the individual completing the ICS 214. Enter a unit designator if utilized by the jurisdiction or discipline. 6 Resources Assigned Enter the following information for resources assigned:
• Name Use this section to enter the resource’s name. For all individuals, use at least the first initial and last name. Cell phone number for the individual can be added as an option.
• ICS Position Use this section to enter the resource’s ICS position (e.g., Finance Section Chief).
• Home Agency (and Unit) Use this section to enter the resource’s home agency and/or unit (e.g., Des Moines Public Works Department, Water Management Unit). 7 Activity Log
• Date/Time
• Notable Activities
• Enter the time (24-hour clock) and briefly describe individual notable activities. Note the date as well if the operational period covers more than one day.
• Activities described may include notable occurrences or events such as task assignments, task completions, injuries, difficulties encountered, etc.
• This block can also be used to track personal work habits by adding columns such as “Action Required,” “Delegated To,” “Status,” etc. 8 Prepared by
• Name
• Position/Title
• Signature
• Date/Time
Enter the name, ICS position/title, and signature of the person preparing the form. Enter date (month/day/year) and time prepared (24-hour clock).
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INCIDENT BRIEFING (ICS 201)
1. Incident Name: 2. Incident Number: 3. Date/Time Initiated:
Date: Time:
4. Map/Sketch (include sketch, showing the total area of operations, the incident site/area, impacted and threatened areas, overflight results, trajectories, impacted shorelines, or other graphics depicting situational status and resource assignment):
5. Situation Summary and Health and Safety Briefing (for briefings or transfer of command): Recognize potential incident Health and Safety Hazards and develop necessary measures (remove hazard, provide personal protective equipment, warn people of the hazard) to protect responders from those hazards.
6. Prepared by: Name: Position/Title: Signature:
ICS 201, Page 1 Date/Time:
119 460
INCIDENT BRIEFING (ICS 201)
1. Incident Name: 2. Incident Number: 3. Date/Time Initiated:
Date: Time:
7. Current and Planned Objectives:
8. Current and Planned Actions, Strategies, and Tactics:
Time: Actions:
6. Prepared by: Name: Position/Title: Signature:
ICS 201, Page 2 Date/Time:
120 461
INCIDENT BRIEFING (ICS 201)
1. Incident Name: 2. Incident Number: 3. Date/Time Initiated:
Date: Time:
9. Current Organization (fill in additional organization as appropriate):
6. Prepared by: Name: Position/Title: Signature:
ICS 201, Page 3 Date/Time:
Incident Commander(s)
Operations Section Chief Planning Section Chief Logistics Section Chief Finance/Admin Section Chief Safety Officer
Public Information Officer
Liaison Officer
121 462
INCIDENT BRIEFING (ICS 201)
1. Incident Name: 2. Incident Number: 3. Date/Time Initiated:
Date: Time:
10. Resource Summary:
Resource
Resource
Identifier
Date/Time
Ordered ETA
Arrived
Notes (location/assignment/status)
6. Prepared by: Name: Position/Title: Signature:
ICS 201, Page 4 Date/Time:
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463
ICS 201
Incident Briefing
Purpose. The Incident Briefing (ICS 201) provides the Incident Commander (and the Command and General Staffs) with basic information regarding the incident situation and the resources allocated to the incident. In addition to a briefing document, the ICS 201 also serves as an initial action worksheet. It serves as a permanent record of the initial response to the incident.
Preparation. The briefing form is prepared by the Incident Commander for presentation to the incoming Incident Commander along with a more detailed oral briefing.
Distribution. Ideally, the ICS 201 is duplicated and distributed before the initial briefing of the Command and General Staffs or other responders as appropriate. The “Map/Sketch” and “Current and Planned Actions, Strategies, and Tactics” sections (pages 1–2) of the briefing form are given to the Situation Unit, while the “Current Organization” and “Resource Summary” sections (pages 3–4) are given to the Resources Unit.
Notes:
• The ICS 201 can serve as part of the initial Incident Action Plan (IAP). • If additional pages are needed for any form page, use a blank ICS 201 and repaginate as needed.
Block
Number Block Title Instructions
1 Incident Name Enter the name assigned to the incident. 2 Incident Number Enter the number assigned to the incident. 3 Date/Time Initiated
• Date, Time
Enter date initiated (month/day/year) and time initiated (using the 24- hour clock).
4 Map/Sketch (include sketch,
showing the total area of
operations, the incident
site/area, impacted and
threatened areas, overflight
results, trajectories, impacted
shorelines, or other graphics
depicting situational status and
resource assignment)
Show perimeter and other graphics depicting situational status, resource assignments, incident facilities, and other special information on a map/sketch or with attached maps. Utilize commonly accepted ICS map symbology.
If specific geospatial reference points are needed about the incident’s location or area outside the ICS organization at the incident, that information should be submitted on the Incident Status Summary (ICS 209).
North should be at the top of page unless noted otherwise. 5 Situation Summary and
Health and Safety Briefing (for
briefings or transfer of
command): Recognize potential
incident Health and Safety
Hazards and develop necessary
measures (remove hazard,
provide personal protective
equipment, warn people of the
hazard) to protect responders
from those hazards.
Self-explanatory.
6 Prepared by
• Name
• Position/Title
• Signature
• Date/Time
Enter the name, ICS position/title, and signature of the person preparing the form. Enter date (month/day/year) and time prepared (24-hour clock).
7 Current and Planned
Objectives
Enter the objectives used on the incident and note any specific problem areas.
123
464
Block
Number Block Title Instructions
8 Current and Planned Actions,
Strategies, and Tactics
• Time
• Actions
Enter the current and planned actions, strategies, and tactics and time they may or did occur to attain the objectives. If additional pages are needed, use a blank sheet or another ICS 201 (Page 2), and adjust page numbers accordingly.
9 Current Organization (fill in
additional organization as
appropriate)
• Incident Commander(s)
• Liaison Officer
• Safety Officer
• Public Information Officer
• Planning Section Chief
• Operations Section Chief
• Finance/Administration
Section Chief
• Logistics Section Chief
• Enter on the organization chart the names of the individuals assigned to each position.
• Modify the chart as necessary, and add any lines/spaces needed for Command Staff Assistants, Agency Representatives, and the organization of each of the General Staff Sections.
• If Unified Command is being used, split the Incident Commander box.
• Indicate agency for each of the Incident Commanders listed if Unified Command is being used.
10 Resource Summary Enter the following information about the resources allocated to the incident. If additional pages are needed, use a blank sheet or another ICS 201 (Page 4), and adjust page numbers accordingly.
• Resource Enter the number and appropriate category, kind, or type of resource ordered.
• Resource Identifier Enter the relevant agency designator and/or resource designator (if any).
• Date/Time Ordered Enter the date (month/day/year) and time (24-hour clock) the resource was ordered.
• ETA Enter the estimated time of arrival (ETA) to the incident (use 24-hour clock).
• Arrived Enter an “X” or a checkmark upon arrival to the incident. • Notes (location/
assignment/status)
Enter notes such as the assigned location of the resource and/or the actual assignment and status.
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125
EOC Incident Report
P/I USE ONLY Events # ______ Map _______ Status Board _______ Documentation______
OPS USE ONLY Incident Report ________________________ EOC ______________________
Date/Time: Unit(s) Assigned:
Location Name:
Address:
Grid:
Description:
Action Being Taken:
If known, indicate:
Injuries: Deaths: Damage:
Additional Information:
Confirmed Intelligence Unconfirmed
Confirmed by P&I Staff ____
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Appendix D: Sample Emergency Proclamations
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469
A PROCLAMATION BY THE CITY OF OAKLEY DIRECTOR OF EMERGENCY
SERVICES DECLARING THE EXISTENCE OF A LOCAL EMERGENCY
WHEREAS, Chapter 5 of Title 2 of the Oakley Municipal Code and California Government Code Sections 8635-8644 empower the Oakley City Council to proclaim the existence or threatened existence of a local emergency when the City of Oakley is affected or likely to be affected by a public calamity; and, WHEREAS, Section 2.5.010 of the Oakley Municipal Code creates the Office of Director of Emergency Services and designates the City Manager of the City of Oakley as the Director of Emergency Services; and,
WHEREAS, Section 2.5.012 a.1. of the Oakley Municipal Code empowers the Director of Emergency Services to proclaim the existence or threatened existence of a local emergency when the City of Oakley is affected or likely to be affected by a public calamity if the City Council is in session, or to issue such proclamation if the City Council is not in session, subject to ratification by the City Council within seven (7) days; and,
WHEREAS, Section 2.5.012 a.6.a. of the Oakley Municipal Code empowers the Director of Emergency Services to make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by such emergency, or in the event of a local emergency proclaimed by the Governor, or the existence of a State of War Emergency, subject to confirmation by the City Council at the earliest practicable time; and,
WHEREAS, conditions of extreme peril to the safety of persons and property exist due to ____________________________________________________ (event); and,
WHEREAS,
______________________________________________________________________ ______________________________________________________________________ ____[list specific facts to support existence of local emergency]; and, WHEREAS, the ___________________________ [state event] has resulted in _______________________________________________[state result] so as to imperil the safety of persons and property within the City of Oakley.
NOW, THEREFORE, IT IS HEREBY PROCLAIMED AND ORDERED that:
1. The foregoing recitals are true and correct.
2. A local emergency exists within the City of Oakley and that said local emergency shall be deemed to continue to exist until its termination is proclaimed by the City Council of the City of Oakley. This proclamation shall be subject to ratification by the Oakley City Council within seven (7) days of the date of this Proclamation or said Proclamation shall have no further force and effect.
129 470
IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said local emergency, the powers, functions, and duties of the emergency organization of the City of Oakley shall be those prescribed by state law, by ordinances, and resolutions of this City, as approved by the Oakley City Council.
The foregoing proclamation is hereby made and ordered as of the ______ day of ____________, 20XX.
CITY OF OAKLEY
DIRECTOR OF EMERGENCY SERVICES
____________________________________
[Name], City Manager
130 471
Resolution No. XX-XX 131
RESOLUTION NO. XX-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY RATIFYING
THE EXISTENCE OF A LOCAL EMERGENCY
WHEREAS, Chapter 5 of Title 2 of the Oakley Municipal Code and California Government Code Sections 8635-8644 empower the Oakley City Council to proclaim the existence or threatened existence of a local emergency when the City of Oakley is affected or likely to be affected by a public calamity; and WHEREAS, conditions of extreme peril to the safety of persons and property have arisen within this City, caused by _____________________________________(event) on _______________(date); and
WHEREAS, said City Council does hereby find that the aforesaid conditions of extreme peril did warrant and necessitate the proclamation of the existence of a local emergency; and
WHEREAS, the Director of Emergency Services of the City of Oakley did proclaim the existence of a local emergency within said City on the ____ day of _____________, 20____; and
NOW, THEREFORE, IT IS HEREBY PROCLAIMED AND ORDERED that the Oakley City Council ratifies the proclamation of the existence of a local emergency which was issued by the Director of Emergency Services.
BE IT FURTHER PROCLAIMED AND ORDERED THAT said local emergency shall be deemed to continue to exist until its termination is proclaimed by the Oakley City Council
PASSED AND ADOPTED by the City Council of the City of Oakley this _____ day of _________ 202X by the following vote:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
APPROVED:
__________________________
[Name], Mayor
ATTEST:
________________________ __________________________
[Name], City Clerk Date
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133
RESOLUTION NO. XX-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY PROCLAIMING
THE EXISTENCE OF A LOCAL EMERGENCY AND REQUESTING THE COUNTY
AND STATE DIRECTOR OFFICE OF EMERGENCY SERVICES CONCURRENCE IN
THE LOCAL EMERGENCY
WHEREAS, Chapter 5 of Title 2 of the Oakley Municipal Code and California Government Code Sections 8635-8644 empower the Oakley City Council to proclaim the existence or threatened existence of a local emergency when the City of Oakley is affected or likely to be affected by a public calamity; and WHEREAS, conditions of extreme peril to the safety of persons and property have arisen within said county caused by __________________________ (event) on ________________ _____, 20____; and
WHEREAS, the aforesaid conditions of extreme peril warrant and necessitate the proclamation of the existence of a local emergency; and WHEREAS, on the _____ day of _______________, 20___, the Director of Emergency Services proclaimed the existence of a local emergency; and WHEREAS, on the _____ day of _______________, 20___, the Oakley City Council, in accordance with state law, confirmed and proclaimed the existence of a local emergency by Oakley City Council Resolution ____-____; and NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency now exists in the City of Oakley; and
IT IS HEREBY ORDERED that a copy of this resolution be forwarded to the Contra Costa County Office of Emergency Services (OES) with a request that it concur with its finding and that it authorize State disaster assistance for permanent restoration of public real property and that it coordinate communications and resources among responding agencies; and
IT IS FURTHER ORDERED that a copy of this resolution be forwarded to the State Director of Emergency Services with a request that he concur with its finding and that he facilitate the implementation of programs for public assistance through the State Natural Disaster Assistance Act (NDAA) and for individual assistance through the U.S.
Small Business Administration (SBA).
474
134
PASSED AND ADOPTED by the City Council of the City of Oakley this ____day of __________, 20XX by the following votes:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
APPROVED:
________________________
[Name], Mayor
ATTEST:
____________________________ _______________________
[Name], City Clerk Date
475
Resolution No. XX-XX 135
RESOLUTION NO. XX-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY REQUESTING
THE GOVERNOR TO PROCLAIM A STATE OF EMERGENCY
WHEREAS, Chapter 5 of Title 2 of the Oakley Municipal Code and California Government Code Sections 8635-8644 empower the Oakley City Council to proclaim the existence or threatened existence of a local emergency when the City of Oakley is affected or likely to be affected by a public calamity; and WHEREAS, Section 2.5.010a. of the Oakley Municipal Code creates the Office of Director of Emergency Services and designates the City Manager of the City of Oakley as the Director of Emergency Services; and
WHEREAS, Section 2.5.012.a.1. of the Oakley Municipal Code empowers the Director of Emergency Services to proclaim the existence or threatened existence of a local emergency when the City of Oakley is affected or likely to be affected by a public calamity if the City Council is in session, or to issue such proclamation if the City Council is not in session, subject to ratification by the City Council within seven (7) days; and
WHEREAS, on the ______ day of ____________, 20___, the Director of the Emergency Services proclaimed the existence of a local emergency; and WHEREAS, the Oakley City Council did find that conditions of extreme peril to the safety of persons and property did arise within the City of Oakley, caused by __________________________(event) commencing on or about the ____ day of ______________, 20____; and
WHEREAS, on the ______ day of _____________, 20___, the Oakley City Council adopted Resolution ____-____ confirming and ratifying the existence of a local emergency; and
WHEREAS, the Oakley City Council does hereby find:
That conditions of extreme peril to the safety of persons and property have arisen within the City of Oakley, caused by _______________________________________(event); and
WHEREAS, (list problems that have arisen based on the occurrence of the event, including, but not limited to, the impact on road and bridge conditions, schools, businesses, real property, environment, pedestrian and vehicular traffic, and health and safety; also include any alternate travel routes to be used and the cost of maintaining such alternate routes)
WHEREAS, that the aforesaid conditions of extreme peril warranted and necessitated the proclamation of the existence of a local emergency; 476
Resolution No. XX-XX 136
WHEREAS, it has now been found that local resources are unable to cope with the effects of said emergency; and
NOW, THEREFORE, IT IS HEREBY PROCLAIMED AND ORDERED that during the existence of said local emergency the powers, functions, and duties of the emergency organization of the City of Oakley shall be those prescribed by state law, by ordinances and resolutions of this City, and by the City of Oakley Emergency Operations Plan, as approved by the Oakley City Council on the ____ day of ________________, 20___, until its termination is proclaimed by the Oakley City Council; and IT IS FURTHER PROCLAIMED AND ORDERED that a copy of this resolution be forwarded to the Governor of the State of California with the request that he proclaim the City of Oakley to be in a state of emergency; and
IT IS FURTHER ORDERED that a copy of this resolution be forwarded to the State Director of the Office of Emergency Services; and
IT IS FURTHER RESOLVED that __________________ (name),
______________________ (title), is designated as the local Hazard Mitigation Coordinator of the City of Oakley for the purpose of assessing damage within said City and consulting with State and Federal survey teams about hazard mitigation actions; and
IT IS FURTHER RESOLVED that _____________________ (name), _________________________ (title), is designated as the authorized representative for public assistance, and ______________________ (name),
________________________ (title), is hereby designated as the authorized representative for individual assistance of the City of Oakley for the purpose of receipt, processing, and coordination of all inquiries and requirements necessary to obtain available State and Federal assistance.
PASSED AND ADOPTED by the City Council of the City of Oakley this _____day of _______, 202X by the following vote:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
APPROVED:
_______________________
[Name], MAYOR
ATTEST:
__________________________ ____________________
[Name], City Clerk Date
477
137
RESOLUTION NO. XX-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY EXTENDING
THE EXISTENCE OF A LOCAL EMERGENCY
WHEREAS, Section 8630, Article 14, of the California Emergency Services Act requires that the Oakley City Council review, at least every 14 days until such Local Emergency is terminated, the need for continuing the Local Emergency; and WHEREAS, a period of local emergency presently exists in the City of Oakley in accordance with the proclamation thereof by the Director of Emergency Services and its confirmation by the Oakley City Council on the _____ day of ___________________, 20___, by Resolution ____-____, as a result of conditions of extreme peril to the safety of persons and property within the City of Oakley, caused by ___________________________________________________________________; and
WHEREAS, the Oakley City Council has reviewed the need to continue the existence of the local emergency; and
WHEREAS, the situation resulting from said condition of extreme peril is still deemed to be beyond the control of normal protective service, personnel, equipment, and facilities of and within the City of Oakley; and
NOW, THEREFORE, THE OAKLEY CITY COUNCIL DOES HEREBY PROCLAIM the extension of the period of local emergency for fourteen additional days unless sooner terminated; and
IT IS FURTHER PROCLAIMED that the local emergency shall be deemed to continue to exist until its termination is proclaimed by the Oakley City Council.
PASSED AND ADOPTED by the City Council of the City of Oakley this _____day of _______ 202X by the following vote:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
APPROVED:
______________________
[Name], Mayor
ATTEST:
____________________________ _____________________
[Name], City Clerk Date
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139
ORDINANCE NO. XX-XX
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OAKLEY ADOPTING A
TEMPORARY EMERGENCY CURFEW DUE AND PROVIDING A PENALTY OF AN AMOUNT NOT TO EXCEED $500.00 OR SIX-MONTHS IMPRISONMENT, OR BOTH,
FOR VIOLATION OF THE TEMPORARY EMERGENCY CURFEW
WHEREAS, by Proclamation issued _____________ ____, 20___, the City Manager declared the existence of a local emergency for the City of Oakley as a result of ______________________________ (event); and
WHEREAS, by Oakley City Council Resolution ____-____ adopted _______________ ____, 20____, the City of Oakley confirmed the existence of a local emergency; and WHEREAS, said existence of a local emergency requires that certain emergency plans be taken pursuant to Section 2.5.008; now therefore,
THE CITY COUNCIL OF THE CITY OF OAKLEY DOES ORDAIN AS FOLLOWS:
Section 1: The following regulations shall take effect immediately upon adoption hereof, and shall remain in effect until the existence of a local emergency is terminated:
A. CURFEW. Curfew is hereby ordered between _________ A.M./P.M. (enter time) and __________ A.M./P.M.(enter time) on _____________ ____, 20____, until __________________ _____, 20____ in the following described boundaries or areas:
______________________________________________________________________ ______________________________________________________________________ ___.
B. UNLAWFUL ACTIVITY. It shall be unlawful for all persons other than law enforcement officers and personnel, firefighters, and Emergency Services’ authorized persons, to loiter on, to remain on, or to travel on the aforementioned boundaries or areas during the period of said curfew. The provisions of Section 2.5.020 of the Oakley Municipal Code shall remain applicable.
C. PENALTY. Any person who violates or refuses to comply with the aforementioned curfew shall be guilty of a misdemeanor, punishable by a fine of not to exceed $500.00, or by imprisonment for not to exceed six months, or both, as provided for in Government Code Section 8665 and Oakley Municipal Code Section 2.5.020.
Section 2: Any and all curfew regulations heretofore adopted by the Oakley City Council and set forth in the Oakley Municipal Code are superseded by the adoption of this ordinance and shall not again take effect until the existence of a local emergency is terminated.
480
140
Section 3: The City Council of the City of Oakley hereby declares that a local emergency exists, and that in accordance with Section 2.5.008 of the Oakley Municipal Code, this ordinance is passed as an emergency ordinance, and shall take effect immediately upon passage.
PASSED AND ADOPTED by the City Council of the City of Oakley this _____day of ___________ 20XX.
APPROVED:
_________________________
[Name], Mayor
ATTEST:
_________________________ ________________________
[Name], City Clerk Date
481
141
RESOLUTION XX-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY TERMINATING
THE EXISTENCE OF A LOCAL EMERGENCY
WHEREAS, a local emergency existed in the City of Oakley, proclaimed by the Director of Emergency Services and confirmed by the Oakley City Council on the _____ day of _________________ 20___, by Resolution _____-_____, as a result of conditions of extreme peril to the safety of persons and property with the City of Oakley, caused by _________________________________________________________________; and WHEREAS, the Oakley City Council has reviewed the need to continue the existence of the local emergency; and
WHEREAS, the situation resulting from said condition of extreme peril is now deemed not to be beyond the control of normal protective services, personnel, equipment, and facilities of and within the City of Oakley; and
NOW, THEREFORE BE IT RESOLVED, the City Council of the City of Oakley does hereby proclaim the termination of said local emergency.
PASSED AND ADOPTED by the City Council of the City of Oakley this _____ day of _______ 202X by the following votes:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
APPROVED:
________________________
[Name], Mayor
ATTEST:
___________________________ _______________________
[Name], City Clerk Date
482
STAFF REPORT
4911-6778-4559.1 1
City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
DATE: October 14, 2025
TO: Joshua McMurray, City Manager
FROM: Derek Cole, City Attorney
SUBJECT: Introduction and Waiver of an Ordinance of the City Council [Amending/Repealing] Section 2.1.003 and [Amending/Repealing] Section 2.1.005 of the Oakley Municipal Code Concerning the Annual Selection of Mayor and Vice Mayor
Background and Analysis
At the last City Council meeting, the City Council directed that this Office prepare draft ordinances amending the City Council’s process for selecting the Mayor and Vice Mayor.
In 2023, the Council enacted an ordinance that enacted Section 2.1.003 of the City Code establishing a district-based mayor and vice-mayoral selection system. This system took effect this calendar year. It replaced the previous rotation system— codified in Section 2.1.005 of the City Code—that focused on seniority.
Consistent with the direction given at the last meeting, this Office has prepared two draft ordinances to allow the Council to consider further changes in how it selects its Mayor and Vice Mayor.
Option 1. The first option preserves the district-based rotation system but amends the system in light of the recent service of Councilmembers. This option would accelerate the current rotation so that District Two—served by Councilmember Henderson— would be slated to serve as Mayor in the next calendar year.
Under this option, the following would be the Mayoral rotation for the upcoming years:
2026. District 2
2027. District 1
2028. District 5
2029. District 4
2030. District 3
Although not requested, I have included suggested language (which the Council may remove) that would provide for a recalibration of the district selection system to prevent a Councilmember from serving as Mayor two years in a row. This would address the situation in which the Mayor selected for one year is not from the district slated for that Approved and
Forwarded to the
City Council
483
STAFF REPORT
4911-6778-4559.1 CITY HALL | 3231 Main Street, Oakley, CA 94561 2 O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
year—because the designated member does not have sufficient experience, declines to serve, or is otherwise excluded—but his or her district would be next on the rotation list. In my view, providing for this recalibration effectuates the intention of a districtbased selection system. It assures that each district will have an opportunity to serve as Mayor once in each five-year cycle.
Option 2. The second option reverts to a modified version of the former seniority system used to select the Mayor and Vice Mayor. As before, priority of service shall be given to the Councilmembers who have not previously served as Mayor or Vice Mayor. But unlike in the previous system, in which the “tie-breaker” was based on votes received in at-large elections, there will be no “tie break” under the proposed system.
Rather, the priority will “follow” the district, meaning that if a new councilmember is appointed or elected in a particular district, he or she will retain the position of his or predecessor. An exception is made only for when the new councilmember does not have at least 345 days of service on the council, and in that case, he or she would be placed back “one spot in line” (so to speak) if his or her turn comes up within the first year and he or she would be eligible for service the following calendar year.
To provide continuity, I have also included language in this option to ensure a seamless transition from the current district-based selection system. This will ensure that the Vice Mayor selected for the next calendar year will be slated to be Mayor in calendar year 2027.
Thereafter, and for sake of explaining the seniority system, assuming all current members of the City Council were to remain on the Council, the seniority rankings for the next year’s Vice Mayor would be:
1. Councilmember Fuller (no previous service as Mayor)
2. Councilmember Meadows (served as Mayor in 2023)
3. Councilmember Williams (served as Mayor in 2024)
4. Councilmember Shaw (serving as Mayor in 2025)
5. Councilmember Henderson (slated to serve as Mayor in 2026) Consistency with the Oakley Strategic Plan 27+
The proposed action is consistent with The City’s Sustainable Organization Goal.
Fiscal Impact
None.
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STAFF REPORT
4911-6778-4559.1 CITY HALL | 3231 Main Street, Oakley, CA 94561 3 O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
Staff Recommendation
The City Council is requested to consider the introduction and waiver of the first reading of an ordinance amending the City Code concerning the selection of Mayor or Vice Mayor. Two options of an ordinance have been provided. The Council may, by motion, introduce either option.
Attachments
1. Ordinance Amending District Rotation Schedule
2. Ordinance Reverting to Seniority System
485
Ordinance No. XX-25 Page 1 of 4
ORDINANCE NO. XX-25
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OAKLEY
AMENDING SECTION 2.1.003 TO AND REPEALING SECTION 2.1.005
OF THE OAKLEY MUNICIPAL CODE CONCERNING THE ANNUAL
SELECTION OF MAYOR AND VICE MAYOR
THE CITY COUNCIL OF THE CITY OF OAKLEY DOES ORDAIN AS FOLLOWS:
SECTION 1. Upon the effective date of this Ordinance, Oakley Municipal Code 2.1.003 shall be amended to read as follows:
2.1.003 Appointment of Mayor and Vice Mayor Following Implementation of ByDistrict City Council Elections. a. Each year during the month of December, the City Council shall appoint one of its members as Mayor and one of its members as Vice Mayor for the following calendar year. b. Except as provided in paragraphs (e), (f), (g), and (h) of this Section, the Mayor and Vice Mayor shall be selected based on the number of the City Council district from which each was elected in their immediately preceding City Council elections. The Mayor and Vice Mayor shall be selected based on the rotation schedule stated in paragraphs (c) and (d) of this Section. c. For calendar year 20256, the rotation schedule for selection of City Council District Two shall be designated for the position of Mayor and City Council District One shall be designated for the position of Vice Mayor. shall commence as follows:
1) If the City Council member elected to represent City Council District Five has served for at least the preceding 345 days on the City Council, then the Mayor for that calendar year shall be selected from Council District Five, and the Vice Mayor for that calendar year shall be selected from City Council District Four; or 2) If the member elected to represent City Council District Five has not served at least the preceding 345 days on the City Council, and the member elected to represent City Council District Four has served for at least the preceding 345 days on the City Council, then the Mayor for that calendar year shall be selected from Council District Four, and the Vice Mayor shall be selected from City Council District Three; or 3) If the members elected to represent City Council Districts Four and Five have not served at least the preceding 345 days on the City Council, and the member elected to represent City Council District Two has served for at least the preceding 345 days on the City Council, then the Mayor for that calendar year shall be selected from Council District Two, and the Vice Mayor shall be selected from City Council District One; or 4) If the members elected to represent City Council Districts Two, Four, and Five have not served at least the preceding 345 days on the City Council, and the member elected to represent City Council District Three has served for at least the preceding 345 days on the City Council, then the Mayor for that calendar year shall be selected from 486
Ordinance No. XX-25 Page 2 of 4
Council District Three, and the Vice Mayor shall be selected from City Council District Two.
5) If the members elected to represent City Council Districts Two, Three, Four, and Five have not served at least the preceding 345 days on the City Council, then the Mayor for that calendar year shall be selected from Council District One, and the Vice Mayor shall be selected from City Council District Five. d. For calendar year 20267, and each calendar year thereafter, except as provided in paragraph (g), the Mayor for the calendar year shall be the councilmember who served as the Vice Mayor during the preceding calendar year; and the Vice Mayor for the calendar year shall be selected from the district number that is the next lower-numbered district below the number of district from which the Mayor is selected, except that if the Mayor is selected from City Council District One, the next lower-numbered district shall be deemed to be City Council District Five. e. A member shall not serve as Mayor or Vice Mayor if he or she declines to serve or has not previously served on the City Council for at least 345 days preceding the date of selection. In addition, the City Council may decline to appoint a member as Mayor or Vice Mayor if a majority of the City Council determines any of the following circumstances exist:
1) A violation of law or City policy, or has been or is being investigated for a violation of law or of policy;
2) Intemperate, rude, or disparaging remarks or conduct toward the public, staff or City Council;
3) Lack of leadership or communications skills;
4) Excessive absenteeism as a Council member;
5) Any other conduct that would be considered to be unprofessional or unbecoming of the position of Mayor or Vice Mayor;
6) Determination that the person does not have the available time to assume the additional duties of Mayor or Vice Mayor.
f. Should a member decline or be ineligible under paragraph (e) to serve as Mayor or Vice Mayor, or should a majority of the City Council decline to appoint a member as Mayor or Vice Mayor for any of the reasons stated in paragraph (e), or should the member serving as Mayor or Vice Mayor resign his or her service as Mayor or Vice Mayor during his or her term, the City Council shall by majority vote select another member to fill the position for the calendar year or remainder of that year. Except as provided in paragraph (g), the appointment of any member under this paragraph shall not affect, alter, or reset the Mayoral and Vice-Mayoral rotation schedule for future calendar years, as provided in paragraph (d).
g. If a member of the City Council is selected under paragraph (f) to serve as Mayor during a calendar year outside the rotational schedule established for that calendar year, and if that same member would under the rotation schedule provided in paragraph (d) serve as Mayor during the 487
Ordinance No. XX-25 Page 3 of 4
next calendar year, the rotational schedule shall be advanced by one year such that this member shall not serve as Mayor for two consecutive calendar years. In that event, the rotation provided in paragraph (d) shall be advanced such that the person who was to serve as Vice Mayor during the next year shall serve as Mayor and the rotation in following calendar years, as provided in paragraph (d), shall be likewise adjusted.
g. The provisions of this Section shall take effect on December 1, 2024, on which date and thereafter, this Section shall supersede and replace the provisions of Section 2.1.005 of this Code.
SECTION 2. Upon the effective date of this Ordinance, Oakley Municipal Code 2.1.005 shall be repealed.
SECTION 3. CEQA.
The City Council finds that this Ordinance is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Section 15060(c)(3) (the activity is not a project as defined in Section 15378) of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly or indirectly.
SECTION 4. SEVERABILITY.
The City Council of the City of Oakley hereby declares that should any section, paragraph, sentence, phrase, term or word of this Ordinance be declared for any reason to be invalid, it is the intent of the City Council that it would have adopted all other portions of this Ordinance independent of the elimination herefrom of any such portion as may be declared invalid. If any section, subdivision, paragraph, sentence, clause or phrase of this Ordinance is for any reason held to be invalid or unconstitutional, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have passed this Ordinance, and each section, subdivision, paragraph, sentence, clause and phrase thereof, irrespective of the fact that any one (or more) section, subdivision, paragraph, sentence, clause or phrase had been declared invalid or unconstitutional.
SECTION 5. EFFECTIVE DATE.
This Ordinance shall become effective thirty (30) days after adoption.
SECTION 6. PUBLICATION.
The City Clerk shall certify to the passage of this Ordinance and shall cause this Ordinance or a summary thereof to be printed once within fifteen (15) days after its adoption in a newspaper of general circulation, published and circulated in the City of Oakley.
THE FOREGOING ORDINANCE was introduced with the reading waived at a regular meeting of the City Council of the City of Oakley on the 14th day of October, 2025. The Ordinance was adopted with the second reading waived at a regular meeting of the City Council of the City of Oakley on the 28th day of October, 2025, and ordered passed to print by the following vote, to wit:
AYES:
488
Ordinance No. XX-25 Page 4 of 4
NOES:
ABSTENTIONS:
ABSENT:
APPROVED:
__________________
Shannon Shaw, Mayor
ATTEST:
_____________________ _________________
Kim Snodgrass, City Clerk Date
489
Ordinance No. XX-25 Page 1 of 3
ORDINANCE NO. XX-25
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OAKLEY
REPEALING SECTION 2.1.003 TO AND AMENDING AND
REENACTING SECTION 2.1.005 OF THE OAKLEY MUNICIPAL CODE
CONCERNING THE SELECTION OF MAYOR AND VICE MAYOR
THE CITY COUNCIL OF THE CITY OF OAKLEY DOES ORDAIN AS FOLLOWS:
SECTION 1. Upon the effective date of this Ordinance, Oakley Municipal Code 2.1.003 shall be repealed.
SECTION 2. Upon the effective date of this Ordinance, Oakley Municipal Code 2.1.005 shall be amended and reenacted to read as follows:
2.1.005 Appointment of Mayor and Vice Mayor through Calendar Year 2024. a. Each year during the month of December, the City Council shall appoint one of its members as Mayor. The member selected to be Mayor typically will shall be the member who is serving as Vice Mayor, unless the Vice Mayor is unavailable to be appointed as Mayor due to failure to be re-elected, insufficient time to dedicate to the office, or other reasons as provided in this section. b. Each year during the month of December, the City Council shall appoint one of its members as Vice Mayor. The person selected as Vice Mayor shall have been a member of the Council for at least one year prior to the appointment as Vice Mayor. c. Neither the Mayor nor the Vice Mayor serves a term of office, but rather serves in those capacities at the pleasure of the majority of the City Council. d. It is the intent of this section to establish a rotation process so that each Council member shall have the opportunity to become either Vice Mayor or Mayor, or both. e. The City Clerk shall establish and keep a "rotation schedule" regarding the City Council members as follows:
1) The member with the most continuous time of service on the Council who has not previously served as Vice Mayor and is not selected Mayor will be selected as Vice Mayor. The remaining members of the City Council at the time of this appointment shall be placed in the rotation schedule in reverse order of their previous services as Mayor.If two or more members have equal time of continuous service, the member who received the highest number of votes at his/her election shall be selected The other members with equal time of continuous service will have their rank on the rotation schedule determined by the number of votes that they received at their election, with the member having the higher number of votes receiving higher ranking. f.2) When the Mayor completes his/her service as Mayor, he or she shall revert to the bottom of the rotation schedule.
g.3) If a member was Subject to compliance with paragraph 5) of this paragraph, when a member is first elected or appointed to the City Council, he or she shall be placed in the rotation 490
Ordinance No. XX-25 Page 2 of 3
schedule at the position of the former member that preceded him or her in office.he/she shall be placed at the bottom of the rotation schedule when appointed, and shall continue up the rotation schedule thereafter in the same manner as the other members. h.4) If a member voluntarily declines appointment as either Mayor or Vice Mayor, or is excluded from serving in either position by vote of the City Council under paragraph (f), he or she shall then rotate to the bottom of the rotation schedule. 5) No member shall serve as Mayor or Vice Mayor unless he or she has served at least 345 days as a member of the City Council. If a member would be designated to serve as Vice Mayor under the rotation schedule before completing 345 days of service, he or she shall be moved back one place in the rotation schedule and the next highest member who has completed 345 days of service shall be considered for appointment as Vice Mayor under paragraph (a). 6) If at the time of appointment of Mayor or Vice Mayor, no member of the City Council meets the eligibility requirement provided in subparagraph 5) of this paragraph, the Council may select any member of the City Council to serve as Mayor or Vice Mayor under paragraph (a).
i.f. The City Council may decline to appoint a member to serve as Mayor or as Vice Mayor if a majority of the City Council determines that the person has experienced or exhibited any of the following:
1) A violation of law or City policy, or has been or is being investigated for a violation of law or of policy;
2) Intemperate, rude or disparaging remarks or conduct toward the public, staff or City Council;
3) Lack of leadership or communications skills;
4) Excessive absenteeism as a Council member;
5) Any other conduct that would be considered to be unprofessional or unbecoming of the position of Mayor or Vice Mayor;
6) Determination that the person does not have the available time to assume the additional duties of Mayor or Vice Mayor.
j.g. This section was reenacted and amended during a calendar year in which the Mayor and Vice Mayor were selected based on the numbers of their councilmember districts. To ensure a transition from a district-based to rankings-based selection system, it is the intention of the City Council that the Vice Mayor who served during calendar year 2025 shall, as provided in paragraph (a), serve as the Mayor for calendar year 2026.This section shall remain effective through November 30, 2024, and thereafter shall be of no further effect due to the operative date of section
2.1.003 of this Code.
491
Ordinance No. XX-25 Page 3 of 3
SECTION 3. CEQA.
The City Council finds that this Ordinance is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Section 15060(c)(3) (the activity is not a project as defined in Section 15378) of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly or indirectly.
SECTION 4. SEVERABILITY.
The City Council of the City of Oakley hereby declares that should any section, paragraph, sentence, phrase, term or word of this Ordinance be declared for any reason to be invalid, it is the intent of the City Council that it would have adopted all other portions of this Ordinance independent of the elimination herefrom of any such portion as may be declared invalid. If any section, subdivision, paragraph, sentence, clause or phrase of this Ordinance is for any reason held to be invalid or unconstitutional, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have passed this Ordinance, and each section, subdivision, paragraph, sentence, clause and phrase thereof, irrespective of the fact that any one (or more) section, subdivision, paragraph, sentence, clause or phrase had been declared invalid or unconstitutional.
SECTION 5. EFFECTIVE DATE.
This Ordinance shall become effective thirty (30) days after adoption.
SECTION 6. PUBLICATION.
The City Clerk shall certify to the passage of this Ordinance and shall cause this Ordinance or a summary thereof to be printed once within fifteen (15) days after its adoption in a newspaper of general circulation, published and circulated in the City of Oakley.
THE FOREGOING ORDINANCE was introduced with the reading waived at a regular meeting of the City Council of the City of Oakley on the 14th day of October, 2025. The Ordinance was adopted with the second reading waived at a regular meeting of the City Council of the City of Oakley on the 28th day of October, 2025, and ordered passed to print by the following vote, to wit:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
APPROVED:
__________________
Shannon Shaw, Mayor
ATTEST:
______________________ __________________
Kim Snodgrass, City Clerk Date
492
STAFF REPORT
481
City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
`DATE: October 14, 2025
TO: Hon. Mayor and Members of the City Council
FROM: Shannon Shaw, Mayor
SUBJECT: Adoption of a Resolution Censuring Councilmember Fuller for Engaging in Bullying and Retaliatory Conduct and Calling for his Resignation Background and Analysis
At its last meeting, during the request for future agenda items portion of the City Council’s agenda, two councilmembers requested an item be brought forward to censure Council Member Fuller based on recent conduct toward staff.
The City Council has the authority and responsibility to ensure that the conduct of its members meets the highest standards of integrity, accountability, and professionalism. Allegations were brought forward regarding the conduct of Councilmember Fuller, specifically regarding bullying and retaliatory actions against staff. In response, the city commissioned an independent third-party investigation.
The investigation has been completed and sustained findings were made that Councilmember Fuller engaged in bullying and retaliatory conduct. Such conduct is inconsistent with the duties of elected office, undermines the ability of staff to perform their work, erodes public trust in the City Council, and has required the City to devote significant time and financial resources to investigations and responses.
Although the Council does not have the authority to remove a duly elected official absent a criminal conviction or other legal disqualification, it may take formal action to express disapproval of such conduct. A Resolution of Censure has been prepared for Council consideration. This resolution not only censures Councilmember Fuller but also calls upon him to resign from office in order to protect the integrity of the City of Oakley and restore public confidence.
Fiscal Impact
There is no direct fiscal impact associated with the adoption of this resolution.
Staff Recommendation
The Mayor recommends that the City Council adopt the attached Resolution of Censure formally censuring Councilmember Fuller for bullying and retaliatory conduct and calling for his resignation.
Approved and
Forwarded to the
City Council
493
STAFF REPORT
4913-1967-3967.1 CITY HALL | 3231 Main Street, Oakley, CA 94561 2 O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
Attachments
1. City Attorney’s Supplemental Staff Report
2. Resolution of Censure
494
STAFF REPORT
481
City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
DATE: October 14, 2025
TO: Hon. Mayor and Members of the City Council
FROM: Derek Cole, City Attorney
SUBJECT: Supplement to Staff Report Regarding Proposed Resolution Censuring Councilmember Fuller
This memorandum supplements the Staff Report the Mayor has prepared for this item.
The memorandum is intended only to discuss the procedure the City Council should follow in considering the proposed resolution of censure. This Office cannot—nor will not—make any recommendation concerning that resolution or express any opinion about its merits.
A censure is a public and symbolic reproval of a member for any actions a Council majority disapproves. The censure is taken formally by motion or adoption of a resolution.
There are no specific statutes governing the censure process. Some public agencies have adopted written censure policies. Our City is not one of those agencies.
In the absence of an established process, the City Council must proceed in a manner that ensures basic fairness. Rules of evidence and trial or quasi-trial like procedures are not followed; but some minimum measures to ensure due process are required.
For sake of fair process, when this agenda item is called, the City Council should follow a process akin to its public hearing procedure. The drafter(s) of the censure—in this case, the Mayor—should present the staff report and then the subject of the censure— here, Councilmember Fuller—should have the right to rebut the grounds for censure the Mayor proposes. Other Councilmembers may ask questions or seek clarification at this point, but they should save any substantive comments for deliberations.
Once the Mayor’s presentation and Councilmember Fuller’s rebuttal have concluded, the public should be given the right to comment in accordance with the Council’s usual comment procedure. (Note also that any written comments received in advance on this item would be considered part of the record for this agenda item.) Speakers should be given the customary 3 minutes to comment.
Once public comment has concluded, Councilmember Fuller should be permitted an additional rebuttal period. This period would allow him to address any of the comments made during the public comment portion of this agenda item. Should any written comments be provided in advance of the meeting, Councilmember Fuller should be allowed to rebut these comments as well.
Approved and
Forwarded to the
City Council
495
STAFF REPORT
4917-1833-3039.1 CITY HALL | 3231 Main Street, Oakley, CA 94561 2 O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
Once Councilmember has concluded this second rebuttal period, the matter would be before the City Council for deliberations. Any councilmember—including Councilmember Fuller—may make substantive comments on the matter. As the proposed censure is to be reflected in a resolution, the approval of the censure would be by a motion to approve the resolution (as presented, or as the Council may amend).
The usual motion process would be followed and the motion would carry on a majority vote of a quorum present. (There are no “supermajority” or higher vote thresholds for this type of matter.)
All Councilmembers are permitted to vote on any motion to approve the resolution.
This includes Councilmember Fuller, who is the subject of the proposed censure. As a censure is a symbolic action, there is no ground to suggest the subject of the proposed censure has any type of economic or other conflict of interest that would preclude voting.
One final note about the censure procedure: City staff should not be requested to comment or provide any input during this item’s consideration. Because a censure is purely a political statement about a member of an elected body by a majority of that body, any discussion about the item should occur exclusively among the members.
City administration and staff have not nor will not take any position on the proposed censure. Consequently, they should not be asked to participate in any way when the item is considered.
496
Resolution No. XX-25 Page 1 of 2
RESOLUTION NO. XX-25
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY FORMALLY
CENSURING COUNCILMEMBER FULLER FOR ENGAGING IN BULLYING AND
RETALIATORY CONDUCT AND CALLING FOR HIS RESIGNATION
WHEREAS, the City Council of the City of Oakley is entrusted by the residents to uphold the highest standards of integrity, accountability, and professionalism in conducting the people’s business; and
WHEREAS, members of the City Council are bound by state law, the City’s Code of Conduct, and ethical obligations to treat employees, residents, and fellow officials with respect, fairness, and professionalism; and
WHEREAS, the City commissioned an independent third-party investigation into allegations of misconduct by Councilmember Fuller; and
WHEREAS, the investigation was completed and sustained findings that Councilmember Fuller engaged in bullying and retaliatory conduct toward City staff; and WHEREAS, such conduct is inconsistent with the duties of elected office, undermines the ability of staff to perform their work in a professional environment, and erodes public trust in the City Council; and
WHEREAS, the City Council further notes that this conduct reflects a pattern of behavior directed not only toward staff, but also toward fellow councilmembers, other elected officials, and constituents; and
WHEREAS, this behavior has required the City to devote significant time and financial resources to investigations and responses, diverting taxpayer dollars and staff energy away from essential City services and priorities; and
WHEREAS, while the Council does not have the authority to remove a duly elected Councilmember absent a criminal conviction or other legal disqualification under California law, it does have the authority to express its disapproval and set clear expectations through a resolution of censure.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Oakley declares as follows:
1. Formal Censure. The City Council hereby formally censures Councilmember Fuller for conduct determined by an independent third-party investigation to constitute bullying and retaliation against City staff; and 497
Resolution No. XX-25 Page 2 of 2
2. Statement of Disapproval. The Council declares that such conduct is unacceptable, incompatible with the responsibilities of public office, and harmful to the effective governance of the City; and
3. Expectations Going Forward. Councilmember Fuller is expected to immediately cease all bullying and retaliatory conduct and to adhere to all applicable City policies, ethical standards, and state laws; and
4. Corrective Action Opportunities. The Council encourages Councilmember Fuller to participate in professional development, including but not limited to workplace harassment prevention and ethics training under Government Code § 53235; and
5. Call for Resignation. In light of the seriousness of these sustained findings, the demonstrated history of this behavior toward staff, fellow councilmembers, other elected officials, and constituents, and the waste of City time and financial resources, the City Council hereby calls upon Councilmember Fuller to immediately resign from office.
PASSED AND ADOPTED by the City Council of the City of Oakley this 14th day of October 2025 by the following vote:
AYES:
NOES:
ABSTENTION:
ABSENT:
APPROVED:
__________________
Shannon Shaw, Mayor
ATTEST:
_____________________ __________________
Kim Snodgrass, City Clerk Date
498
September 2025 New In-Town Business Licenses
Business Name Primary Contact Email Address Full Primary Address Active Licenses DNA CARDS AND COLLECTIBLES 642 BELFONTE ST
OAKLEY CA 94561
HOME BASED BUSINESS
DREAMSCAPE LIVING INC 534 AVANTI WAY
OAKLEY CA 94561
HOME BASED BUSINESS
EAST COUNTY PERFORMING ARTS
CENTER
[email protected] 3350 MAIN ST STE 100
OAKLEY CA 94561
BUSINESS LICENSE
ECOFRESH CLEANERS [email protected] 1220 POPLAR DR
OAKLEY CA 94561
HOME BASED BUSINESS
EI PROPERTY SOLUTIONS LLC 5011 TEAKWOOD DR
OAKLEY CA 94561-1624
HOME BASED BUSINESS
FULL CAPACITY CPR [email protected] 2567 TALARIA DR OAKLEY CA 94561
HOME BASED BUSINESS
HP PEREZ GROUP INC [email protected] 11 GRAPEVINE CT
OAKLEY CA 94561
HOME BASED BUSINESS
MS. CHRISTINA'S ACADEMY [email protected] 2487 TALARIA DR OAKLEY CA 94561
HOME BASED BUSINESS
NICKELSON DEVELOPMENT LLC 27 KORBEL CT
OAKLEY CA 94561-3037
HOME BASED BUSINESS
OASIS FAMILY FARMHOUSE 5685 MAIN ST
OAKLEY CA 94561
HOME BASED BUSINESS
PRECISION BRAKE & FRONT
AUTOMOTIVE REPAIR
[email protected] 5780 MAIN ST
OAKLEY CA 94561-3886
HOME BASED BUSINESS
RIVERAS BRILLIANT CLEANING [email protected] 701 DOMAINE CT OAKLEY CA 94561-3046
HOME BASED BUSINESS
SWEET CALI POP LLC [email protected] 435 SHANNON WAY OAKLEY CA 94561
HOME BASED BUSINESS
TRILLIUM BEHAVIORAL HEALTH 2055 TRUMAN LN
OAKLEY CA 94561-3908
HOME BASED BUSINESS
14 499
MEMORANDUM
City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
DATE: October 14, 2025
TO: Joshua McMurray, City Manager
FROM: Danielle Navarro, Assistant City Manager
SUBJECT: Council Follow-up: “Blue-Sky” Contract for Animal Evacuation Services
At the July 8, 2025 City Council meeting, Councilmember Williams requested a Work Session regarding the City entering into a “blue-sky” contract for livestock evacuation services in the event of an emergency. Mayor Shaw seconded the follow-up request.
Councilmembers Williams described a “blue-sky” contract as a standing (or on-call) contract where no payment is made unless services are used. In this case, Councilmember Williams asked for information on the City establishing such a contract for the evacuation of livestock owned by Oakley residents in the event of an emergency requiring evacuation.
Staff contacted the Contra Costa County Office of Emergency Services (OES) to determine whether the County has any such contracts in place. OES referred staff to Contra Costa County Animal Services with which the City contracts for animal services such as animal adoptions, foster programs, licensing, noisy, missing or deceased animals, and vaccinations and spay/neuter clinics. Animal Services has been unsuccessful in executing a Memorandum of Understanding with animal evacuation organizations and stresses that evacuations and preparedness are the responsibility of the owner for both large and small animals. Lieutenant Weissman manages the Contra Costa County Animal Response Team (CCART), a volunteer group that sets up temporary animal shelters in disasters and is trained in the care of horses and other species. She confirmed that if an owner is unable to evacuate their animal in a disaster, Animal Services will respond to assist. In the event of a disaster, they may evacuate livestock or may determine the safest course of action for the animal(s) and owners would be to shelter in place.
Lieutenant Weissman provided the name of one organization in the area that provides livestock evacuation services. City staff has not found any other local organizations providing these services.
Approved and
Forwarded to the
City Council
500