Orinda City Council
July 21, 2026

If incident necessitates, conduct, and complete a
facility assessment.

Consider whether the primary EOC can be activated
based on damage and inspections.

EOC STAFF NOTIFICATIONS
Conduct appropriate staff notifications.

Advise necessary staff the EOC is being activated and
recall staff to the EOC location.

If necessary, contact partners, the County and/or other organizations who would need to support the City’s
response operations.

ACTIVATION

EOC ACTIVATION
Open the Sarge Littlehale Community Room,
designated as the Primary EOC, located across from
Orinda City Hall -
22 Orinda Way, Orinda, CA. 94563
Alternate EOC locations can be found on Page 128 of
this appendix.

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EOC ACTIVATION CHECKLIST FORM
Activity Responsible Party Date/Time Completed
(Y or N) Notes
First on-site person (at the EOC location) to open the
EOC assumes the role of EOC Director.

Remain in position, and/or transfer role to person
who has authority upon arrival to the EOC.

EOC LAYOUT
Ensure layout of EOC is established correctly. Prepare
room for workstations as outlined in the EOC Layout
on Page 134.
• Move tables, office supplies and make sure
communications systems are in their working
positions.
• At each workstation, place position specific
box (containing job aids, paper, pens, and
Message Forms ICS Form 213 and Activity
Log ICS Form 214.)
• Ensure the EOC Check-in Sheet ICS Form
211 is out and near front entrance to EOC.
(Finance tracks the Form for administrative
purposes and Planning keeps a copy for
documentation.)
• Prepare display and status boards, staffing
charts, any informational displays for room as
needed for visual aid. (In hallway closet of
Sarge Room.)
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EOC ACTIVATION CHECKLIST FORM
Activity Responsible Party Date/Time Completed
(Y or N) Notes
Initial EOC priorities should center around:
• Prioritizing Life and Safety, Incident
Stabilization, Property Preservation and,
Resource Needs
• Information Collection & Evaluation
• Initial Damage Estimates
• Operational Planning
• Resource Management
• Accounting and Cost Recovery
Initiate preparation for the EOC action planning
process. See Pages 146-148 (This is overseen by the
Planning section.)
EOC PLANNING SECTION (to be completed by EOC Director or Planning Section Chief) Designate the incident (Project Code) with an incident
number. Apply this number to all incident
documentation. Work with Finance to ensure this
number (Project Code) is used for all incident
expenses including staff overtime.

Collect situational awareness about the extent and
severity of the incident by communicating with the
Operations Sections or field incident commander/s.

Create a tailored information collections plan using
the template in Appendix B of the EOP. Create and
maintain maps, displays and charts.

Initiate information collection and evaluation process.

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EOC ACTIVATION CHECKLIST FORM
Activity Responsible Party Date/Time Completed
(Y or N) Notes
Develop the EOC Action Plan ICS Form 201.
• Establish EOC Objectives to support field
operations
• Assign tasks to EOC personnel
• Prioritize resources
Establish and maintain an incident documentation
filing and tracking system.

EOC COMMUNICATIONS (to be completed by EOC Director or PIO) Establish communications channels with field level
response teams.

Assess the need to contact other government agencies,
media, and community leaders.

Issue initial statement. Issue press release and update website homepage announcement.

Create and post social media messages.

EOC LOGISTICS SECTION (to be completed by EOC Director or Logistics Section Chief) Evaluate personnel and equipment needs for response
to and recovery from the incident.

Establish a process for procuring supplies, personnel,
and material to support and conduct the emergency
response.

Determine EOC Operations Period – What level of
staffing is needed to support the incident?
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EOC ACTIVATION CHECKLIST FORM
Activity Responsible Party Date/Time Completed
(Y or N) Notes
Will this be for 12- or 24-hour periods? Determine
shift changes. Break and lunch times. Overtime needs
and strategy.

FINANCE SECTION (to be completed by EOC Director or Finance Section Chief) Track and document all incident related expenses
including staff overtime and mutual aid support.

Coordinate with the Planning Section to assign an
incident number to them.

Determine if emergency procurement procedures are
required and brief the EOC Director on their uses.

OTHER
Additional ICS Forms can be found on FEMA’s
Training Website.
(Selected forms are attached to the end of this
document. Newer versions may be available online.)
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EOC Locations
The City maintains one primary EOC and three alternate EOC’s. The Primary EOC is in the Conference Room at City Hall. The Alternate EOC’s are at the Wilder Art and Garden Center, MOFD Station 44, and Orinda Community Center. See Figures C1 – C-4.

Figure C-1: Primary EOC Map: Orinda City Hall,
22 Orinda Way, Orinda CA 94563
22 Orinda Way
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Figure C-2: Alternate EOC 1 Map: Wilder Art and Garden Center, 20 Orinda Fields Ln, Orinda, CA 94593
20 Orinda Fields Ln.

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Figure C-3: Alternate EOC 2 Map: MOFD Station 44,
295 Orchard Way, Orinda, CA 94593
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Figure C-4: Alternate EOC 3 Map: Orinda Community Center, 28 Orinda Way, Orinda, CA 94593

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Facility Integrity Assessment
In the event of an incident such as a catastrophic earthquake, it is likely that City facilities may require a safety inspection before re-occupying. A safety assessment would need to be conducted prior to activating the EOC (unless the EOC is virtual).

The City may utilize trained staff to conduct a facility assessment, or on-call contracts for civil/structural engineering support. Assessment staff may be obtained through Mutual Aid by requesting the resources through the County EOC.

Immediately following any event that may compromise the structural integrity of a location — check the entire property, especially near utility connections. Below is a checklist to help determine if the structure is safe to enter.

Utilities
 Is there an odor of natural gas around the building?
 Are there any downed powerlines on the property?
 Is there water seeping from the ground or falling from the ceiling? General Site Inspection
 Is there any land movement or sink holes that have resulted?  Are there any new cracks on the ground?
 Is there any unusual lumping, rising, or bulging of the ground surface?  Any ground movement or wet areas that indicate possible broken underground utility lines?
Building Inspections
 Does the building have any visible cracks?
 Have pieces of the building fallen on the ground?
 Is the building leaning?
 Are there signs of broken windows and doors such as glass shards or wooden debris?  Does the roof exhibit signs of cracking or sloping?
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EOC Layout
The primary EOC should be designed and equipped optimally, so that in real-time the facility can support the overall mission and the City’s needs. Below is the proposed EOC layout for the City Hall Conference Room. Layout may change based on the current needs of the City.

Figure C-5: EOC Layout

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EOC Activation Authority
The following staff have the authority to activate the City’s EOC. The person who assumes responsibility to activate the EOC may assume the role as EOC Director and will staff the EOC based on the nature of the incident, as well as indications and progression of the incident.

1. City Manager

2. Senior Engineer / Public Works Director

3. Police Manager
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EOC Activation Criteria and Levels
Upon receipt of the emergency notification, a staff member with EOC Activation Authority will communicate with the City Manager or alternate to determine appropriate response actions.

Upon notification, he/she will contact the other Managers by telephone. Contact telephone numbers are listed in the Nixle City Staff Emergency Contacts List as well as the City Executive Team Contact List. The Activation Decision Steps below provides the guidance for determining conditions warranting EOC Activation and Notification The increasing levels of action taken by the City are as follows:
• Standby – The City EOC staff are alerted of on incident and are requested to standby for potential activation. Staff may also be asked to provide assistance remotely. • Level 3: Support – Send a City representative to either:
- The Incident Command Post (Field Response)
- Operational Area EOC
• Level 2: Partial EOC Activation – The City EOC Activated with minimum staffing. - Often without a Planning and Finance Section.
• Level 1: Full Activation – The City mobilizes all EOC staff.

The EOC can be activated in the following methods:

Manual Activation - The City EOC may be activated under the following conditions:
• When any incident creates damage within the City or region that poses a hazard to the City’s population or that may disrupt the delivery of normal City services • When a forecast or predicted event poses a potential to harm the City’s population or may disrupt the delivery of normal City services
• When the City has confirmed structural damage, utility disruption, communications disruption, and the City receives multiple calls for support.

Stand By For Activation - City EOC staff will stand by pending activation under the following conditions:
• An earthquake there is damage or suspected damage to lifeline infrastructure such as water/wastewater or power. City management will determine if activation is required. • Advanced notification of an event, such as severe weather, PSPS event, potential debris flows, wildfire conditions, etc.
• Standby can also include remote assistance for coordination and resource acquisition.

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EOC Notification Protocols
The following is a standard notification protocol once it’s determined the EOC will be activated.

The EOC Director determines which staff should be contacted and the priority of notifications.

Concurrent notification of staff should be utilized when there are available resources to do so.

City EOC Staff Notification
The following steps assume full activation. If the activation is partial, then only those staff members who are identified will be notified. The City Manager, or EOC Director will notify EOC staff of activation. The following notification processes should be used until all EOC staff are contacted and have confirmed availability:
• Nixle is the primary method of notifying and activating EOC staff. The Administration Department maintains an updated roster of EOC staff on the Nixle platform. Nixle sends messages through text, email, and web access. EOC staff can choose to receive notifications via their cell phone (SMS text), email, or through the Nixle website. The following staff positions have access to NIXLE and can initiate an EOC activation notification.
- Orinda Police
- City Manager
- Public Information Officer (PIO)
• Phone calls should be the backup means to notify EOC staff of activation. Staff will receive a phone call and/or text to inform them of the situation and any actions expected.

Staff notifications should include:
• Situation Overview
• Activation Status
• Report Location
• Safety Instructions
• Shift length
• Expected Actions
Key Stakeholders Notifications
Following an incident, stakeholders and partner agencies should be contacted to inform them of the situation, activation status of the EOC, known impacts and resource needs. The following agencies should be notified by the EOC Director or alternate as necessary:
• City Council Members
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• Contra Costa County OES
• MOFD
• All City employees
• Surrounding Cities
- Moraga
- Lafayette
Stakeholders Notification
The EOC Director will assign staff members to contact key stakeholders. • Phone calls are the primary method to notify affected stakeholders and inform them of the situation. The call should include:
- Why the notification is being made
- What are the known/expected impacts of the incident
- What action is being requested of the stakeholder
- Expected duration of the incident
- What immediate resources are needed
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EOC/Field Communications
The City has established multiple forms of communications for use during activation.

Communications with field units are usually through radio or cell phone. Other forms of communication are Public Works Radio and cell phone SMS.

Radio Communication
Internal Radio System
The City maintains a UHF/VHF radio that supports communications between the Moraga-Orinda Fire District and the EOC.

Because the system is not used continuously, staff should be trained to activate the radio system following an emergency. The radio should be tested and staff exercised quarterly.

Ham Radio
The City has an amateur radio license and radio system that can be used to contact Contra Costa County OES and Moraga-Orinda Fire District.

Telephone, Cellular Phone, Fax, and Satellite Phones
The EOC has VOIP phones, staff cellular phones, one fax machine, and a satellite phone.

Government Emergency Telecommunications Services/Wireless Priority Service
City staff may utilize Government Emergency Telecommunications Service (GETS). GETS is a federally sponsored program that provides government emergency responders with priority service for landline telecommunications. A GETS card has been issued to all managerial staff, each position in the Operations Section, Planning Section, Logistics Section, and Finance Section.

Wireless Priority Service (WPS) is for use with a cellular phone and is intended to be used in an emergency or crisis when the wireless network is congested and the probability of completing a normal call is reduced.

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EOC Public Information
The public's response to any emergency is based on an understanding of the nature of the emergency, the potential risks, and accurate knowledge of what individuals and groups should do to increase their chances of survival and recovery. Below are possible communications methods the City uses to provide emergency information.

Mass Notification System - Nixle
Nixle is a communication system that connects residents with the City. Residents can use Nixle to receive information ranging from critical alerts to community news. They can choose how they receive this information – by SMS, email, over the Web or by mobile application. Nixle does not place phone calls.

Wireless Emergency Alerts (WEA)
WEA is a public safety system that allows customers who own certain wireless phones and other enabled mobile devices to receive geographically targeted, text-like messages alerting them of imminent threats to safety in their area. WEA enables government officials to target emergency alerts to specific geographic areas – lower Manhattan, for example.

The alerts from authenticated public safety officials are sent through FEMA's IPAWS to participating wireless carriers, which then push the alerts to mobile devices in the affected area.

Cell service customers do not need to sign up for this service. WEA allows government officials to send emergency alerts to all subscribers with WEA-capable devices if their wireless carrier participates in the program.

Social Media
The City maintains Facebook, Instagram, X — formerly Twitter, and Nextdoor accounts to keep residents informed of events and current news. During an emergency, the City can use these social media platforms to inform residents of an incident and provide detailed information.

Public Affairs staff have access to these accounts and can send messages during EOC activations.

Additional emergency communications platforms are discussed in Section 3.10 of the Base EOP.

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EOC Action Plan
EOC Action Plans (EAP) provide a management framework for EOC staff to respond to incidents by providing them with the objectives and the steps required to complete them. EAPs not only provide direction but also serve to provide a basis for measuring achievement of objectives and overall system performance. EAP’s support documentation of the priorities, associated tasks, and the personnel assigned to perform the tasks within the EOC.

The EAP is a living document prepared based on the best available information at the time of the planning meeting. EAPs are developed for each operational period. Operational periods may range from a few hours to 24 hours or even a week.

The length of the operational period is determined by the EOC Director based on the expected complexity and duration of the incident and the availability of staff to support EOC operations.

The EAP should be sufficiently detailed to guide EOC personnel in implementing its objective and for providing a common operating picture for all EOC staff. For the initial response, the format may be limited to a well-prepared outline for an oral briefing.

Below is a brief explanation of the information requested in the EAP template.

Operational Period
Period in which EOC Staff will meet the stated objectives. Typically, during the first day of a major emergency or disaster, change is rapid, thus EOC Management may set the operational period to last only a few hours. Later, change is less rapid, and the operational period may expand to cover several days.

EOC Objectives
Stated objective(s) the EOC should accomplish within the operational period. Example objectives for the initial stages of EOC activation for a major earthquake include:
• Determine the functionality of essential lifeline infrastructure • Identify area where populations are at risk for life safety • Identify and deploy resources to provide immediate support to at risk residents • Assess the overall impact on the region and the likelihood of limited response resource Operational Priorities
List priorities in order of importance (note: the order of priorities may change based on the nature of the incident).

Actions Needed
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List the steps necessary to accomplish the objectives e.g. Analyze, Coordinate, Formulate, Monitor, etc.

Resources Needed
List Personnel, Equipment, and Supplies, along with the costs associated with those resources.

Create a schedule that outlines what kinds of resources are required, how many, where and when.

Logistics will order resources based on the EOC Action Plan. The ICS 213 Resource Request form is used to request resources. The form contains the following information:
• Mission Name and Detailed Description
• Requesting Agency Information
• Deployment Information
• Estimated Costs
Support Needed
List the various partner agencies the City will require the support of to meet operational objectives.

Event Action Plan Planning Process
The EAP process should involve the EOC Director and Section Chiefs along with other appropriate EOC staff and other agency representatives as needed. The Planning Section is responsible for development of the EOC EAP and for facilitating EOC action planning meetings.

Planning meetings will not be delayed in anticipation of future information.

The planning process for the first EAP will begin upon activation of the EOC and consists of the following steps:

1. Gather, record, analyze and display situation and resource information in a manner that ensures a clear picture of the magnitude, complexity, and potential impact of the incident. (Planning Section with input from General Staff)

2. Conduct a briefing with management section and section chiefs on the situation and status of resources. (Planning Section)

3. Formulate and prioritize measurable EOC objectives that conform to the legal obligations and management objectives of the EOC. (EOC Director with consultation from General Staff and others)

4. Identify alternative strategies that will accomplish overall incident objectives to determine the most appropriate strategy for the situation at hand. (EOC Director with consultation from General Staff and others)
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5. Develop evaluation criteria to include public health and safety factors, estimated costs and various environmental, legal, and political considerations. (EOC Director with consultation from General Staff and others)

6. Determine the direction and the specific resource, reserves and support requirements for implementing the selected strategy for one operational period. I.e., assign responsibilities and staffing. (Planning Section)

7. Specify known or expected resources and facilities that may be needed to support response needs. (Logistics Section)

8. Place orders for resources, facilities and overhead personnel. (Logistics Section)

9. Draft and approve the EOC EOP. (EOC Director, Planning Section)

10. Distribute the approved EOC EOP to all EOC sections for implementation. (Planning Section)

11. Compare planned progress with actual progress. (Planning Section)

12. Track deviations that occur and emerging information to include in the first step of the process for modifying the current plan or developing the plan for the subsequent operational period. (Planning Section)
The first EAP is for the first operational period that the EOC has been activated. The second and subsequent EAPs should be developed and approved prior to that operational period.

Planning P Cycle
The Operational Period Planning Cycle (Planning P) is a graphic depiction of this cycle. EOC staff develop the EAP using the best information available at the time of the Planning Meeting.

The leg of the “P” describes the initial stages of an incident, when personnel work to gain awareness of the situation and establish the organization for incident management. It is only applicable to the first operational period.

Incident personnel perform the steps in the leg of the “P” only one time. Once they are accomplished, incident management shifts into a cycle of planning and operations, informed by ongoing situational awareness and repeated each operational period. A depiction of the Planning P is shown in Figure C-7.

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Figure C-7: EOC Action Planning Cycle
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EOC Situation Status Report, Status Boards, and
Charts
Incident situation status, operational objectives, resource tracking, and other information will be shared within the EOC by using display boards and various charts mounted on the walls of the EOC. The Planning Section must ensure that all displays are frequently and accurately updated to safeguard information and to ensure that conflicts do not arise.

Situation Status Reports
A Situation Report is a document that summarizes the What, Who, Why, Where, and How of an incident. This information helps the EOC, and other stakeholders stay informed of the situation and allows them to respond accordingly. The information at minimum should consist of the following:
• What is happening?
• Who is it affecting?
• Why is it happening?
• Where is the situation happening?
• How is the situation going to be resolved?
Situation Status Boards
Situation Status Boards help EOC personnel keep track of major impacts to infrastructure, resources, and significant events. The boards should be updated as information is received to ensure accuracy and duplication of efforts.

Maps
Maps allow staff to determine where critical infrastructure is located, potential impacts to service areas, and help identify interconnections.

Charts
Charts can help keep track of EOC staff, weather patterns, resources, EOC action planning process, and windshield surveys,
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EOC Organizational Chart
Figure C-8: EOC Organizational Chart
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EOC Position Responsibilities
Responsibilities for each EOC Function are listed below. EOC Staff assigned to a specific function should review the checklist for that function found in each EOC position binder in the EOC. In addition, staff should review and become familiar with the other checklists if a reassignment of functions is required. Figures C-9 through C-13 show the EOC positions by Section.

Policy Group
The Policy Group consists of all City Council members. Their Legal Advisor is the City Attorney who will assist the EOC Director and the Policy Group as needed. The Policy Group is responsible for assisting the EOC Director in the development of policy, overall strategy and rules, regulations, proclamations, and orders.

The Policy Group should consider strategic aspects rather than attempt to direct operational considerations or tactical application of resources.

Strategy involves understanding the big picture and looking into the future to recognize the overall effort needed to restore the whole community. Taking a hands-on direct approach for emergency operations may create confusion and lack of coordination within the EOC or incident command and result in loss of unity of effort. The EOC organizational structure through SEMS and NIMS supports this process.

Questions to consider:
• What location(s) or geographical area(s) have been affected? Is this likely to change? • How many people are threatened, affected, injured, or deceased? • Are any City assets or facilities damaged?
• What response actions have already been taken?
• Has the Operational Area EOC been activated?
• Has the Regional Operations Center (REOC) / State Operations Center (SOC) been activated?
• What other jurisdictions, agencies and organizations are currently responding to the incident?
• What are the likely long-term impacts on City residents and on the ability of the City and other organizations to provide essential services?
Activities:

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• Monitor executive issues (business and finance, media, information systems, or risk management). Let the City’s operational managers coordinate the response in the field and EOC within their areas of expertise. At the executive level, watch for emerging issues related to overall continuity of operations, media issues, risk management concerns, and other enterprise-wide considerations
• Proclaim and/or ratify a local emergency and end of the emergency • Support the Public Information Organization to Develop and Implement External Messaging
• Brief the PIO as needed on policy issues. The PIO will be responsible for reviewing the immediate situation and issues, developing a public information plan, and initiating external messaging
• Engage legal counsel as part of the emergency response effort • Stay apprised of legal issues as they emerge and consult with counsel as necessary and appropriate
• Host and accompany VIPs and government officials on tours of the emergency/disaster Item K.1
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City Council
EOC Director
(City Manager)
Legal Advisor
(City Attorney)
PIO
(Sr. MGMT Analyst)
EOC Coordinator
(Asst. To City Manager)
Liaison Officer
City Clerk
Agency Representative
(Staffed by Agency)
Management Section
Figure C-9: Management Group Organization
The responsibilities of the Management Section are to effectively implement response and recovery activities and to efficiently manage resources. To meet these responsibilities, the Management Section directs the following overarching objectives:
• Provide overall management and coordination of the City’s emergency response and recovery operations
• Support the Policy Group
• Coordinate with appropriate federal, state and other local government agencies as well as private sector entities and volunteer agencies
• Establish response priorities and resolve any conflicting demands for resource support • Prepare and disseminate emergency public information to inform, alert and warn the public
• Disseminate damage information and other essential data • Ensure that all EOC Sections are aware of and follow documentation procedures to recover all eligible disaster response and recovery costs • Review and approve the Action Plan
The Management Section consists of the following ICS positions. Detailed position checklists are outlined in Appendix L.

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EOC Director
The EOC Director reports to the Policy Group. The Management Staff and General Staff Section Chiefs report to the EOC Director. The EOC Director has overall responsibility of managing the emergency response in accordance with the guidance provided by the City Council. In concert with the EOC General Staff, the EOC Director sets priorities for response efforts and establishes coordination between the City and other emergency response agencies. During EOC activation, the EOC Director has authority to authorize expenditure of funds.

Legal Advisor / City Attorney
The Legal Advisor supports the Policy Group. The Legal Advisor prepares proclamations, emergency ordinances and other legal documents, and provides legal services as required. They maintain legal information, records, and reports relative to the emergency legal proceedings and participate as a member of the EOC Management Team.

EOC Coordinator
The EOC Coordinator is responsible for overseeing the EOC during incidents and ensure efficient communication and coordination.

Public Information Officer (PIO)
The PIO is a member of the Management Staff and reports to the EOC Director. The PIO conducts media monitoring and ensures that government officials, the media, and the public receive complete, accurate, and consistent information about the status of City emergency operations. The PIO also serves as the coordination point for all media contacts and releases.

Liaison Officer
The Liaison Officer reports to the EOC Director. They coordinate with representatives assigned to the EOC and respond to requests from other agencies for sending liaison personnel to other EOCs. They function as a central location for other incoming agency representatives, provide workspace, and arrange for support as necessary.

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Operations Section
The Operations Section is responsible for coordination of all response elements applied to disasters or emergencies. The Operations Section carries out the objectives of the EOC Action Plan and requests additional resources as requested. The Operations Section consists of the following ICS positions. Detailed position checklists are contained in Appendix L.

Figure C-10: Operations Section Organization
Operations Section Chief (OSC)
The OSC reports to the EOC Director. The OSC is responsible for executing the operational objectives identified in the EOC Action Plan. The OSC establishes the appropriate level of Branch/Division organization within the EOC Operations Section, continuously monitoring the effectiveness and modifying accordingly. They direct coordination of all field response operations and supervise operational functions assigned to the EOC, such as Fire, Law, Medical/Health, Mass Care, Public Works, as well as Building and Safety.

The OSC requests and directs Moraga-Orinda Fire District personnel who respond to the EOC to serve as Fire and Rescue Branch Director or other positions. They provide the Planning Section with field status reports and other incident information. The OSC determines resource requirements and provides them to the Logistics Section Chief. They conduct Operations briefings for the EOC Director, and other staff as required or requested.

Police Branch
Operations Section
(Police Chief)
Police Branch
(Police SGT.)
Fire Rescue Branch
(MOFD Rep)
Public Works
(PW Director)
Mass Care Branch
(Parks and Rec Manager)
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The Police Branch reports to the OSC. They are responsible for alerting and notifying the public of pending or existing emergencies and activating all public warning systems. They coordinate movement and evacuation operations, law enforcement, traffic control operations and provide security at incident facilities. The Police Branch coordinates incoming law enforcement mutual aid resources. They assume responsibility as necessary for Fatalities Management if the County Coroner is delayed in responding.

Fire and Rescue Branch
The Fire and Rescue Branch reports to the OSC. The Branch coordinates the prevention, control and suppression of fires, and response to hazardous spills. They manage execution of urban search and rescue operations.

Public Works / Engineering Branch
The Public Works reports to the OSC. The Branch is responsible for City-owned infrastructure and for coordinating with publicly and privately-owned utility operators. They conduct damage assessments and provide the status of infrastructure to the Situation Status Unit. The Branch conducts response operations to protect and restore damaged or deranged City infrastructure.

They manage their own resources and coordinate with the Logistics Section for procurement of support supplies, transportation, materials, and equipment.

The Branch determines the need for, and location of, general staging areas for unassigned resources. They prioritize the allocation of resources to individual incidents, monitor resource assignments, and adjust assignments based on requirements. They also distribute emergency potable water supplies and coordinate with the Water Treatment Plan and the Department of Health Services on water purification notices.

The Branch is responsible for inspection and re-occupancy processes for key city facilities. They provide engineering support as requested for response activities such as urban search and rescue.

They coordinate with the Public Works Branch to conduct safety assessments of damage to buildings, structures, and property within the City.

In the event that the county building inspector is not available, the Public Works and Engineering Branch will tag structures that are unsafe to enter or inhabit. They work with the City Attorney to condemn unsafe structures that have been abandoned by owners. They review City building code and develop recommendations for building code changes.

Mass Care Branch
The Mass Care Branch reports to the Operations Section Chief. The Branch identifies community Mass Care needs. The Branch coordinates with the American Red Cross (ARC) and other emergency welfare agencies to identify, set up, staff, and maintain evacuation centers and mass care facilities for disaster victims. They work with the ARC to establish and operate shelters. The Branch coordinates animal care, rescue operations, and sheltering with Contra Costa County Animal Services. They coordinate with Law Enforcement and the Contra Costa Office of the Sheriff for pet evacuations and animal control issues such as lost and stray pets.

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Planning Section
The Planning Section collects, evaluates, and disseminates incident situation information and intelligence for the EOC and field response incident personnel. This Section prepares status reports, displays situation information, maintains the status of resources assigned to the incident, and prepares and documents the EOC Action Plan, based on Operations Section input and guidance from the Incident Commander/Unified Command.

Figure C-11: Planning Section Organization
The Planning Section consists of the following ICS positions. Detailed position checklists are contained in Appendix L.

Planning Section Chief (PSC)
The PSC reports to the EOC Director. The PSC directs the Section to collect, analyze, display and disseminate situation information, prepare situation status reports and develop the EOC Action Plan. They provide incident documentation collection and maintenance. The PSC supports developing analytical tools such as Geographical Information System (GIS) maps and databases. They are responsible for advanced planning for complex, long-duration incidents. The PSC reviews and confirms information that becomes intelligence for action planning. The PSC leads the After-Action Review process.

Situation Analysis Unit
Planning Section
(Planning Director)
Situation Analysis Unit
(Senior Engineer (1))
Documentation Unit
(Associate Planner)
Resource Status Unit
(Senior Engineer (2))
Recovery Unit
(Assistant City Manager)
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The Situation Analysis Unit reports to the PSC. They collect, organize and analyze incident information from all sources. They develop and provide situational awareness based on evaluation of information. The Unit develops status reports, generates databases, creates displays for dissemination to the EOC and other organizations. They evaluate field status reports and incident action plans provided by the Operations Section. The Unit works to provide a common operating picture (COP) for development of the EOC Action Plan.

Documentation Unit
The Documentation Unit reports to the PSC. The Unit maintains an accurate and complete record of significant disaster events. They support the EOC organization by setting up and maintaining files, journals and special reports. The Unit collects and organizes written Action Plans, forms, logs, journals, and reports at completion of operational period. They activate and operate a Message Center at the EOC which assigns appropriate internal and external message routing.

The Unit provides documentation and copying services to EOC staff. They compile, copy, and distribute the EOC Action Plans and After-Action Reports (AARs).

Resource Status Unit
The Resources Unit reports to the PSC. They support tracking resources and resources status. For complex, multi-operational period incidents, the Unit supports advanced planning beyond the next operational period by anticipating developing requirements and creating long-term strategies.

Recovery Unit
The EOC Recovery unit focuses on the transition from emergency response to recovery efforts following a disaster or significant incident.

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Logistics Section
The Logistics Section is responsible for all service support requirements needed to facilitate effective and efficient EOC and incident management including ordering resources from offincident locations. This Section provides facilities, security, transportation, supplies, equipment maintenance and fuel, food services, communications and information technology support, and emergency responder medical services, including inoculations.

Figure C-12: Logistics Section Organization
The Logistics Section consists of the following ICS positions. Detailed position checklists are contained in Appendix L.

Logistics Section Chief (LSC)
The LSC reports to the EOC Director. They supervise the Logistic Section and work closely with the OSC to determine resource requirements and act to meet them. The LSC supervises technical communications and supports development of the Emergency Communications Plan. They are responsible for resource tracking and demobilization.

Communications / Information Technology Unit
The Communications / Information Technology (IT) Unit reports to the LSC. They are responsible for effective communications planning as well as acquiring, setting up, maintaining, Logistics Section
(Parks and Rec Director)
Comms/IT Unit
(Assistant Engineer)
EOC Personnel Unit
(Human Resources Manager)
EOC Supplies Unit
(Rec Coordinator)
Resource Unit
(Rec Coordinator)
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and accounting for internal and external communications equipment. The Unit prepares the Emergency Communications Plan. The Unit is in charge of all IT related requests in the EOC.

EOC Supplies Unit
The Supplies Unit reports to the LSC. The Unit is responsible for resource management. The Unit identifies sources and orders incident expendable materials and equipment. They prepare and sign equipment rental agreements in conjunction with the Finance Section. They maintain records of resource requests, resource assignments, and manage mutual aid processes. They identify and provide support for staging areas and maintain records of work location, activities, and resources used.

EOC Personnel Unit
The EOC Personnel Unit reports to the LSC. The Unit provides staffing resources requested in support of the EOC and Field Operations. They administer all personnel matters relating to hiring/releasing non-permanent personnel supporting incident response and recovery as well as manage travel requests and coordinating travel arrangements for personnel supporting operations either in the field or EOC.

Volunteer and Donations Unit
The Volunteer and Donations Unit process all incoming requests for volunteer support, identify, recruit and register volunteers, and affirm volunteers as Disaster Service Workers (DSWs).

Additionally, the unit manages the collection, processing, and distribution of all donated goods.

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Finance Section
The Finance Section is established when incident management activities require EOC support to specific finance and other administrative services. Functions that fall within the scope of the Section are recording personnel time, maintaining vendor contracts, compensation, and claims, as well as conducting an overall cost analysis for the incident. Records maintained by the Finance Section are vital to process incident cost recovery action through the State and Federal Emergency Management Agency (FEMA).

Figure C-13: Finance/Administration Section Organization The Finance Section consists of the following ICS positions. Detailed position checklists are contained in Appendix L.

Finance Section Chief (FSC)
The FSC reports to the EOC Director. The FSC is responsible for developing a comprehensive understanding of the incident/situation from a financial perspective. They establish and maintain overall finance requirements (e.g., source of funds, different agency spending authorities, documentation requirements, etc.) The FSC identifies specific finance requirements of each operational period and implements them in accordance with City fiscal policy.

Cost and Purchasing Unit
The Cost and Purchasing Unit reports to the FSC. They are responsible for collecting cost information and performing cost-effectiveness analysis. They provide cost estimates and cost savings recommendations to the EOC Director. They are also responsible for maintaining accurate and complete records of purchases, making purchases, establishing contracts, and coordinating vendor contracts not previously addressed by existing approved vendor lists Time, Compensation, and Claims Unit
Finance Section
(Admin. Services Director)
Cost and Purchasing Unit
(Sr. Accountant)
Time, Compensation, & Claims Unit
(Accounting Tech)
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The Time, Compensation, and Claims Unit Leader reports to the FSC. This unit is responsible for ensuring that daily personnel time recording documents, including any overtime hours, are prepared and maintained and establish equipment time recording activity at appropriate locations. The Unit also processes claims made against the City as a result of an incident. They collaborate with the EOC Coordinator and the Legal Officer to ensure any claims are directed to the Finance Section. They are responsible for establishing a claims intake form/phone-in number and arrange with the PIO to inform the media. In complex incidents, the Unit will determine the need for engaging compensation for injury and claims specialists.

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EOC Position Checklist / Checklists
Appendix L: EOC Position Checklists identifies the full complement of positions within the EOC and specifies the staff reporting hierarchy. A job aid / checklist for Common Responsibility applicable to all EOC staff is also provided.

Individual Position Checklist / Checklists for the following are detailed fully in Appendix L:

EOC Position Checklists.

1. EOC Director

2. Public Information Officer (PIO)

3. EOC Coordinator

4. Liaison Officer

5. Legal Advisor

6. Agency Representative

7. Operations Section Chief (OSC)

8. Police Branch

9. Fire and Rescue Branch

10. Public Works Branch

11. Mass Care Branch

12. Planning Section Chief (PSC)

13. Situation Analysis Unit

14. Documentation Unit

15. Recovery Unit

16. Resource Status Unit

17. Logistics Section Chief (LSC)

18. Communications Unit

19. EOC Personnel Unit

20. EOC Supplies Unit

21. Volunteer and Donations Coordination
Unit

22. Finance Section Chief (FSC)

23. Cost and Purchasing Unit

24. Time, Compensation & Claims, Unit
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Appendix D: EOC Staffing Roster
It is important to maintain a roster of personnel who are available to staff the City EOC in the event of an activation. The purpose of this section is to provide a procedure for maintaining a current roster of City employees available to staff the specific EOC positions identified in the EOC SOP. A form is provided below for this purpose. In addition, the procedure for maintaining current phone numbers for these personnel is described below.

The following procedures should be performed quarterly or as needed by the City Manager’s Office. The tables below should be updated to reflect qualified EOC staff. This annual update should ensure there are a sufficient number of personnel who are available, given the leave, transfer, or separation of staff that may occur. For each EOC staff position, the names of primary and secondary personnel should be listed. In addition, primary and secondary phone numbers for all qualified EOC Team staff should be updated monthly in Nixle. To finalize the quarterly update, the EOC Coordinator or the Assistant to the City Manager should email the roster to all qualified EOC Team personnel for verification of availability and send the updated phone contact information to these personnel via the Everbridge system for verification purposes.

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EOC-MANAGEMENT

POSITION PRIMARY SECONDARY
Title Name Phone Name Phone
EOC Director
Public Information Officer
Legal Advisor
EOC Coordinator
Liaison Officer

EOC-OPERATIONS

POSITION PRIMARY SECONDARY
Title Name Phone Name Phone
Operations Section Chief
Police Branch
Fire/Rescue Branch
Public Works and
Engineering
Care and Shelter Branch

EOC-PLANNING

POSITION PRIMARY SECONDARY
Title Name Phone Name Phone
Planning Section Chief
Situation Analyst Unit
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Documentation Unit
Recovery Unit
Resource Status Unit

EOC-LOGISTICS

POSITION PRIMARY SECONDARY
Title Name Phone Name Phone
Logistics Section Chief
Communications Unit
EOC Personnel Unit
EOC Supplies Unit
Volunteer and Donations Unit

EOC-FINANCE

POSITION PRIMARY SECONDARY
Title Name Phone Name Phone
Finance Section Chief
Cost and Purchasing Unit
Time, Compensation & Claims
Unit
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Appendix E: Action Planning and Situation Reporting
Table of Contents
Action Planning..........................................................................................................................137 Development of the Action Plan .............................................................................................137 General Responsibilities of the Planning Section ...................................................................138 EOC Director ...................................................................................................................138 Planning Section Chief ....................................................................................................138 Operations Section Chief.................................................................................................138 Logistics Section Chief....................................................................................................138 Finance/Administration Section Chief.............................................................................138 The Planning Cycle .................................................................................................................139

1. Initial Response............................................................................................................139

2. Set Incident Objectives/Objectives Meeting...............................................................141

3. Command and General Staff Section Meetings/Preparing for the Strategy Meeting.144

4. Strategy Meeting..........................................................................................................145

5. Section Meetings/Preparing for the Planning Meeting...............................................147

6. Planning Meeting.........................................................................................................148

7. Final Action Plan Preparation and Approval..............................................................150

8. Action Plan Briefing ....................................................................................................151

9. Execute Plan and Assess Progress...............................................................................153 Item K.1
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Action Planning
The Emergency Operations Center (EOC) Action Plan is required during activation and an important document to California Governor’s Office of Emergency Services (Cal OES) and Federal Emergency Management Agency (FEMA) demonstrating processes and procedures followed during an event. The Action Plan is a key document submitted for Disaster Recovery and Cal OES / FEMA may request to review this document if visiting the agency during an event.

For simple incidents of short duration, an Action Plan will be developed by the EOC Director and communicated to subordinates in a verbal briefing. The planning associated with a minor level of complexity does not demand the complete formal process.

Certain conditions result in the need for the EOC Director to engage a more formal process. A written Action Plan should be considered under the following conditions:
• Two or more jurisdictions are involved in the response • The incident continues into the next Operational Period • A number of Incident Command System (ICS) organizational elements are activated (e.g., when General Staff Sections are populated)
• It is required to support recovery processes
• An evacuation or community hazardous materials incident is involved, in which case, a written Action Plan is required
Development of the Action Plan
The ICS emphasizes orderly and systematic planning. The Action Plan is the central tool for planning during a response to an emergency. The Action Plan is prepared by the Planning Section Chief with input from the appropriate sections and Units of the EOC. It should be written at the outset and revised continually throughout the response.

Incidents vary in their type, complexity, size, and requirements for detailed and written plans. An initial response for an incident that is readily controlled may not require a written Action Plan.

However, larger, more complex incidents will require an Action Plan to coordinate activities.

The level of detail required in an Action Plan will vary according to the complexity of the response. The Action Plan process ensures timely and coordinated development of situational awareness, objectives, tactics, planning, execution, and assessment of and for emergency response.

The following outlines the process required to develop an Action Plan. Following the steps below will allow effective development of an Action Plan, while minimizing the time required to do so.

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General Responsibilities of the Planning Section
The Planning Section Chief should review with the EOC Director and General Staff the following responsibilities associated with the development of the Action Plan prior to the planning meeting.

EOC Director
• Provide general incident objectives and strategy
• Provide direction or overall management and strategy
• Approve the completed Action Plan – by signature if incident is sufficiently complex Planning Section Chief
• Conduct the planning meeting and operation shift briefing • Coordinate preparation of the Action Plan
Operations Section Chief
• Determine resource requirements
• Determine tactics
• Determine work assignments for operations personnel
Logistics Section Chief
• Establish the procedure for resource ordering
• Ensure that the Logistics Section can support the Action Plan Finance/Administration Section Chief
• Provide cost implications of incident objectives as required • Ensure that the Action Plan remains within the financial limits established by the EOC Director

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The Planning Cycle
Action Plan development involves nine steps. Once the initial response is complete, an eight (8)- step process is repeated for each operational period.

1. Initial Response
The planning cycle should begin immediately after the event. The initial response to the event, at the EOC level, will be to activate the EOC. Based on the initial assessment of the emergency, the EOC Director or Planning Section Chief will provide an Incident Briefing using an ICS Form 201. A template for conducting the Initial Meeting is provided in Figure E-1.

The ICS Form 201 should include information on potential operational objectives, the current state of situational awareness, resources employed and deployed, and significant actions.

Figure E-1: Initial Meeting Template (One time only)
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Facilitator: EOC Director or Planning Section Chief
Purpose: • Review and/or Update EOC Objectives and Action Plan • Establish Operational Periods
• Identify Conditions, Action, and Needs (CAN)
Attendees: Management and General Staff (Sections Chief) (Add members as required)

1. Introductions (EOC Management, General Staff and others) (Plans) 

2. Discuss situation as obtained from field and other EOCs/DOCs (Plans) 

3. Review and/or Update Objectives and/or EOC Action Plan (Plans) 

4. CAN Reports (Conditions, Actions, Needs)
• Management (Director)
• Operations (Operations Chief)
• Logistics (Logistics Chief)
• Finance (Finance Chief)
• Planning (Planning Section Chief)


5. Establish Operational Periods (Director) 

6. Review and/or establish timing of coordination meetings (e.g., Objectives Meeting, Strategy Meeting, Planning Meeting) 

7. Roundtable and Closing Comments (All Staff) 
Outcome(s): Set the pace for the Action Planning process Next Step(s):
• Prepare for the Objectives Meeting
• Objectives
• Meeting time
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2. Set Incident Objectives/Objectives Meeting
Before finalizing the Incident Objectives, the EOC Director will provide a draft copy to the Operations Section Chief. The Operations Section Chief should ensure that the Incident Objectives are understood and that they are realistic.

After discussion, the Incident Objectives are written on ICS Form 202 and delivered to the Operations Section Chief, Planning Section Chief, Public Information Officer (PIO), and Liaison Officer to inform them of the strategy for the next shift. The Planning Section Chief then prepares for the Tactics Meeting.

Guidelines for the EOC Director on Setting Goals and Objectives Setting or reaffirming goals and objectives at the beginning of each shift is the duty of, and must be a top priority for, the EOC Director.

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Three important guidelines:

1. Goals and objectives must be clearly stated, understood, and measurable so that the EOC Team may determine the extent to which goals and objectives are accomplished during the current operations shift.

2. Goals and objectives must be attainable given the people, equipment, and supplies available during that operations shift.

3. Goals and objectives must be broad and flexible enough for the Operations Section Chief to achieve them the best way possible.

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Figure E-2: Objectives Meeting Template
Facilitator: Planning Section Chief
Purpose: • Assess previous objectives to determine carry-over items • Identify and prioritize EOC Objectives for the NEXT OPERATIONAL PERIOD • Discuss and resolve limitations in supporting EOC Objectives Attendees: Operations, Logistics, Finance, Plans, EOC Coordinator, EOC Coordinator (Add members as required)

1. Introductions (EOC Management, General Staff and others) 

2. Discuss current situation and assess previous objectives to determine carry-over items 

3. Establish and prioritize EOC Objectives for the NEXT OPERATIONAL PERIOD • Management (EOC Coordinator)
• Operations (Operations Chief)
• Logistics (Logistics Chief)
• Finance (Finance Chief)
• Planning / Intelligence (Planning Chief)


4. Discuss needs for additional plans (e.g., Evacuation Plan, Traffic Plan, etc.) 

5. Roundtable and Closing Comments (All) 

6. Adjourn (Plans) 
Outcome(s): A set of EOC Objectives for the NEXT OPERATIONAL PERIOD Next Step(s):
• EOC Director approves EOC Objectives
• Section Meetings to Prepare for the Strategy Meeting
• Strategy Meeting time: __________________________________________ Item K.1
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3. Command and General Staff Section Meetings/Preparing for the Strategy Meeting
ICS Form 201, Incident Briefing Form, and/or ICS Form 209, Incident Status Summary Form, are reviewed by Section Chiefs with their staff and other appropriate EOC Team members. The EOC Director will update the initial objectives if warranted. Upon review, the Planning Section Chief will provide the necessary alternatives and strategies before the Strategy Meeting begins.

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4. Strategy Meeting
The Operations Section Chief leads the Strategy Meeting for the EOC Coordinator, Logistics Section Chief, and Logistics Section Unit Personnel (or Unit Leaders if the section grows) attend the Strategy Meeting
Resource availability and prioritization are reviewed. Resource assignments to support field elements will consist of the kind, type, and number of resources available and required to achieve the objectives for the Operational Period. If the required resources will not be available, then an adjustment should be made to the strategy being planned. It is critical that, to the extent possible, resource availability and the availability of other required support be determined in advance of determining strategies for tactical operations.

The ICS Forms 215, Operational Planning Worksheet, and 215A, Incident Safety Analysis, are used to document the Tactics Meeting. These forms should be completed at least one hour prior to the Planning Meeting. Figure E-3 provides a template for the Strategy Meeting.

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Figure E-3: Strategy Meeting
Facilitator: Operations Section Chief
Purpose: • Ensure the EOC Action Plan supports the EOC Objectives • Address and resolve coordination or support issues
• Identify resources to address limitations
• Finalize strategies and responsibilities for the NEXT OPERATIONAL PERIOD Attendees: Operations, Logistics, Logistics Units, Planning, EOC Coordinator, EOC Coordinator (Add members as required)

1. Bring meeting to order, conduct roll call and cover ground rules (Planning) 

2. Review current and projected situation (Planning) 

3. Review Approved EOC Objectives (Planning) 

4. Review Draft Strategies
(consider resource needs and staffing levels)
• Management (EOC Coordinator)
• Operations (Operations Chief)
• Logistics (Logistics Chief)


5. Identify logistical capabilities, limitations and support needs (e.g., Communications, IT, vendor issues, etc.) (Logistics) 

6. Identify, discuss, mitigate safety issues, and requirements (EOC Coordinator) 

7. Roundtable and Closing Comments (All) 

8. Adjourn (Plans) 
Outcome(s): Completed EOC Strategies to support the EOC Objectives Next Step(s):
• Prepare Draft EOC Action Plan for the Planning Meeting • Planning Meeting time:

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5. Section Meetings/Preparing for the Planning Meeting
Following the Strategy Meeting, the EOC Section Chiefs review the results with their staffs.

Preparations are made for the Planning Meeting, including the following actions coordinated by the Planning Section:
• Review the ICS Form 215 developed in the Strategy Meeting • Review the ICS Form 215A, Incident Safety Analysis (prepared by the EOC Coordinator), based on the information in the ICS Form 215 • Assess current operations effectiveness and resource efficiency • Gather information to support incident management decisions Item K.1
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6. Planning Meeting
The Planning Meeting provides the opportunity for the Management and General Staff to review and validate the operational plan as proposed by the Operations Section Chief. Attendance is required for all Management and General Staff. Additional EOC personnel may attend at the request of the Planning Section Chief or the EOC Director. The Planning Section Chief conducts the Planning Meeting following the agenda template in Figure E-4.

The Operations Section Chief delineates the amount and type of resources field units will need to accomplish the plan. At the conclusion of the meeting, the Planning Section Staff will indicate when all elements of the plan and support documents are required to be submitted so the plan can be collated, duplicated, and made ready for the Operational Period Briefing.

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Figure E-4: Planning Meeting Template
Facilitator: Planning Section Chief
Purpose: • Review the Draft EOC Action Plan, adjust as needed • Discuss and resolve issues prior to approving EOC Action Plan • Obtain buy-in / support of EOC Action Plan from Management and General Staff
• Obtain EOC Director’s VERBAL APPROVAL of EOC Action Plan Attendees: Operations, Logistics, Finance, Planning, EOC Coordinator, EOC Coordinator (Add members as required)

1. Situation Update (Planning Chief) 

2. Review EOC Objectives and Strategy for the NEXT OPERATIONAL PERIOD 

3. Review all other parts of the Draft EOC Action Plan
• Management (EOC Coordinator)
• Operations (Operations Chief)
• Logistics (Logistics Chief)
• Finance (Finance Chief)
• Planning (Planning Chief)


4. Obtain feedback and commitment from Management and General Staff to support the EOC Action Plan


5. Obtain EOC Director’s VERBAL APPROVAL of the EOC Action Plan 

6. Roundtable and Closing Comments (All) 

7. Adjourn (Plans) 
Outcome(s): A review and verbal approval of the EOC Action Plan Next Step(s):
• Finalize EOC Action Plan and obtain signed approval from EOC Director • Prepare for the Action Plan Briefing with all EOC Staff • Action Plan Briefing time:

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7. Final Action Plan Preparation and Approval
The next step in the Action Plan Process is final plan preparation and approval. The written plan is comprised of a series of standard forms and supporting documents, developed during this process that convey the EOC Director’s intent and the Operations Section’s direction in accomplishing the plan for that Operational Period.

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8. Action Plan Briefing
The Action Plan Briefing may also be referred to as the Shift Briefing. This briefing is conducted at the beginning of each Operational Period and presents the Action Plan to the next shift.

Following the Action Plan Briefing, Sections Chiefs will meet with their assigned staff for a detailed review of their respective assignments. Figure E-5 provides a template for the Action Plan Briefing.

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Figure E-5: Action Plan Briefing Template
Facilitator: Planning / Intelligence Section Chief
Purpose: • Distribute approved EOC Action Plan
• A “stand-up” briefing conducted at the end / beginning of each Operational Period to brief the EOC Action Plan to oncoming EOC Staff Attendees: All EOC Staff - Distribute the approved EOC Action Plan to all EOC Staff before the briefing begins

1. Current Situation Review (Planning /Intelligence Chief or Sit Stat Lead)


2. Weather Conditions (Planning Chief or Sit Stat Lead) 

3. Review Objectives from EOC Action Plan (Planning) 

4. Brief out status & strategies
• Management (EOC Coordinator)
• Operations (Operations Chief)
• Logistics (Logistics Chief)
• Finance (Finance Chief)
• Planning (Planning Chief)


5. Provide Logistics Guidance (i.e., forms, process) (Logistics) 

6. Provide Finance/Administration Guidance (i.e., forms, process) (Finance) 

7. Provide other guidance as needed 

8. Provide Safety Guidance (EOC Coordinator) 

9. Closing Comments (Director) 
Outcome(s): A completed EOC Action Planning process
Next Step(s):
• Execute and assess the plan
• Prepare for the next Objectives Meeting
• Objectives Meeting time:

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9. Execute Plan and Assess Progress
The Operations Section directs the implementation of the plan. The supervisory personnel within the Operations Section (e.g., Operations Section Chief, Branch Directors, Division or Group) are responsible for implementation of the plan for the specific Operational Period. The plan is evaluated at various stages in its development and implementation. The Operations Section Chief may make appropriate adjustments during the Operational Period to ensure that the objectives are effectively met.

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Appendix F: Functional Annexes

1. Evacuation Annex

1.1. Introduction
The Evacuation Annex outlines strategies, procedures, recommendations, and organizational structures to be used to implement a coordinated evacuation process in the City of Orinda (City).

The overarching goal of evacuation planning in the City is to maximize the preservation of life while reducing the number of people that must evacuate and the distance they must travel to seek safe refuge. The Evacuation Annex describes how emergency personnel will respond to a disaster that requires an evacuation of residents. It describes the decision-making process, notification mechanisms, and operational execution required to order and implement a largescale evacuation.

1.1.1. Purpose
The Evacuation Annex to the City Emergency Operations Plan (EOP) provides an overview of evacuation functions, organization roles and responsibilities, and overall guidelines for evacuating people from hazardous areas to areas of safety. It applies to all incidents, both with and without warning. It describes the actions and processes for how the City will manage evacuation process prior to, during, and after an emergency. This Annex addresses only general strategies for routing evacuees from a hazardous area to safety. It does not specify evacuation zones or routes. Evacuation zones for the City may be accessed through Ladris software.

1.1.2. Objectives
This Annex has been developed to meet the following objectives:
• Save lives by moving people from proximate, dangerous areas to areas of safety • Provide guidance for the safe and effective community response to a wild land fire or any other incident that may require an evacuation of the City of Orinda • Describe the evacuation roles and responsibilities among City, Contra Costa County, State, and Federal organizations
• Provide a concept of operations to support evacuation procedures, including but not limited to use of mass transportation resources
• Provide a coordinated evacuation organization that follows the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and relevant City, County, State, and Federal laws
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1.1.3. Scope
Effective incident management begins with a host of preparedness activities conducted well in advance of any potential incident. Preparedness involves an integrated combination of planning, training, exercises, personnel qualification and certification standards, equipment acquisition and certification standards, as well as publication management processes and activities.

This Annex applies to City departments and staff with Emergency Management Organization (EMO) responsibilities and other departments that provide essential resources. It is also applicable to support organizations that may respond to or provide resources for evacuations.

This Annex provides the following information:
• Criteria under which the City will direct evacuation processes • Agencies and organizations responsible for executing evacuation operations • Roles and responsibilities of organizations in preparing for and conducting evacuations • A concept of operations for carrying out an evacuation • Guidelines to enhance coordination when evacuation is required Whole Community Approach
The City is committed to achieving and fostering a whole community emergency management system that is fully inclusive of equity priority populations and individuals with disabilities and access and functional needs.

1.1.4. Situation
The City is exposed to many potential hazards, all of which may disrupt the community, cause damage, and create casualties. The City has experienced incidents that have threatened the health, safety, and lives of residents. Past incidents have resulted in the evacuation of a portion of the City. These hazards include wildland fire, floods, earthquakes, hazardous material releases, or human-caused threats. For more information on threats and hazards, refer to the City of Orinda Annex to the Contra Costa County Local Hazard Mitigation Plan (LHMP) (2024).

Wildland fire presents a unique risk to the City. Recent wildland fire events in California have demonstrated that the risk from this hazard is increasing and incidents have had more devastating results. Specifically, the City’s topography, land use patterns, limited surface transportation infrastructure and fuel loads create unique challenges for conducting successful evacuations required to save lives during a wildland fire incident. The unpredictability of weather and fire behavior exacerbates this risk. More detailed information about the risk associated with wildland fire is contained in the 2024 LHMP.

1.2. Planning Assumptions
This Annex was developed and will be implemented based on the following assumptions:

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➢ This Annex covers protocols and procedures for evacuations implemented across geographic areas and is not intended to cover site-specific evacuations. ➢ This Annex was created to integrate the concepts and structure defined by NIMS, SEMS, and the Incident Command System (ICS).
• This Annex was developed for the worst-most-likely-case-scenario that may require activation of Orinda’s EOC — a Level II (moderate severity) evacuation incident • This Annex may be implemented when the City is required to evacuate or when the City is receiving evacuees from another jurisdiction
• Naturally occurring and human-caused infectious disease outbreaks will require only a small-scale evacuation (e.g., several buildings)
• Evacuation distance between the impacted site and the "safe zone" generally does not exceed 30 miles, and the evacuation efforts generally do not extend beyond the Contra Costa County boundaries
o A decision to evacuate will be made at the local jurisdiction level with regional collaboration
o Law enforcement agencies are the primary lead agency for evacuation activities, with other agencies playing supporting roles
• The following principles should be considered when making evacuation decisions:
o Minimize the number of people who must evacuate and the distance they must travel to seek safe refuge
o Reduce the impact on the host-shelter community
o Evacuation may require relocating people within the City, to other local jurisdictions, or outside the Operational Area (OA) as necessary
• The OA will request and coordinate regional resources to support evacuation under the California Master Mutual Aid Agreement
o The OA Emergency Operations Center (Contra Costa County’s EOC) will coordinate regional evacuation efforts.
• All City, State, and Federal processes, procedures, and protocols reflected or referenced in this document were current as of the date of approval of this Annex o When reviewing this Annex, confirm that the processes, procedures, and protocols are unchanged. If necessary, modify the Annex to reflect updated processes, procedures, and protocols before future implementation
• Only agencies or departments with a response role or a role closely supporting evacuation operations are included in this document
o The departmental roles listed are limited to those applicable to functional support o Additional duties may be assigned or moved as situation evolves • In any disaster, primary consideration is given to the preservation of life, then incident stabilization, and property preservation. Additionally, time and effort must be given to meeting critical life-sustaining needs
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o In a catastrophic incident, damage control and disaster response teams may need to be requested from the State, Federal, and/or other local governments. Private organizations, Volunteer Organizations Active in Disaster (VOAD), or other NonGovernmental Organizations (NGOs) may provide resources as well • Many residential, commercial, and institutional structures could be damaged, requiring a large Urban Search & Rescue/Heavy Rescue mobilization
• Transportation infrastructure could be damaged and in limited operation o Vital vehicle and rail corridors could be damaged or impassable o The re-establishment of transportation infrastructure will be critical • Communications infrastructure could be damaged, disrupting land-line telephone, cellular telephone, radio, microwave, computer, and other communication services o The re-establishment of communications infrastructure will be critical • The decision to evacuate or shelter-in-place will be made by field command (SEMS field level) and in accordance with existing plans and protocols • Evacuation operations, including routes and resources, may need to be coordinated among one or more jurisdictions
o i.e., California Highway Patrol, Moraga Police, Lafayette Police, Contra Costa Sherrif’s Office, etc.
• People with disabilities and others with access and functional needs have additional considerations during evacuation. These include, but are not limited to:
o Additional notification time to prepare for evacuation o Assistance evacuating with Durable Medical Equipment (DME), Consumable Medical Supplies (CMS), medications, and service animals o Transportation resources to accommodate access and functional needs o In compliance with federal law, accommodations will need to be made for the evacuation of service animals (Americans with Disabilities Act) and household pets (Pets Evacuation and Transportation Standards Act)
• Most people at risk will evacuate when officials recommend that they do so; some individuals will refuse to evacuate, regardless of the threat o Most evacuees will use their personal vehicles to evacuate o Evacuation assistance may need to be considered for individuals with disabilities and others with access and functional needs, including, but not limited to, those without access to personal vehicles
o Ground transportation routes will generally be the primary means of evacuation in the OA. Air evacuations may be considered on an individual basis by each jurisdiction • Major ground transportation corridors will be used as primary evacuation routes during an evacuation effort
• The OA EOC will always coordinate evacuation to outside counties • Evacuees leaving voluntarily are more likely to seek shelter with friends or relatives or use hotels rather than stay at a public shelter
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1.3. Concept of Operations
The following section describes how the City will organize for and conduct evacuation operations.

1.3.1. Overview
The Evacuation Annex will follow basic protocols outlined in the City EOP and the California Master Mutual Aid Agreement, which dictate who is responsible for an evacuation effort and how county and regional resources will be requested and coordinated. The key activities of emergency evacuation operations are to:
• Expedite the timely movement of persons from hazardous areas and provide entry access for first responders and evacuation support transportation • Institute access control measures to prevent unauthorized persons from entering vacated or partially vacated areas
o The City Police Department may use discretion in allowing access for caregivers, personal care assistants, or other support personnel on a case-by-case basis as determined by the incident commander
• Provide for evacuation to appropriate refuge areas, outbound travel access points (highway on-ramps), and/or emergency shelters
• Support the transportation for vulnerable populations, including individuals with disabilities and access and functional needs, older adults, children, and individuals who are without the capacity or capability to evacuate
• Provide for the procurement, allocation, and use of necessary transportation and law enforcement resources by means of mutual aid or other agreements • Control evacuation traffic
• Account for the needs of individuals with household pets and service animals o Livestock and large animal owners will take longer to evacuate, early notification and prior outreach to these populations is advised
• Provide initial notification, ongoing, and re-entry communications to the public through the Joint Information Center (JIC)
• Ensure the safe re-entry for those evacuated once the scene is safe The City Police Department is the lead agency for evacuation. In the event of a Unified Command, the Orinda Police Department and Moraga-Orinda Fire District (MOFD) will assess and evaluate the need for evacuations. Evacuation orders will be carried out according to established procedures outlined in this Annex.

Additionally, the City of Orinda EOC will identify available and appropriate evacuation routes through the use of traffic modeling software in advance of an emergency. The Orinda Police Department will coordinate evacuation traffic management with the Contra Costa County Sheriff’s Office (CCCSO), the California Department of Transportation (Caltrans), the California Highway Patrol (CHP), and other supporting agencies and jurisdictions. Complex evacuations Item K.1
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involving multiple jurisdictions require coordination via the Operational Area (OA) EOC — the Contra Costa County EOC — as mandated by the SEMS.

1.3.2. Decision to Evacuate
The decision of whether to evacuate or shelter-in-place must be carefully considered based on the timing and nature of the incident. This decision is generally made by first responders in the field at the Incident Command Post (ICP), with input from both fire and law enforcement personnel.

Because evacuation operations are complex and stress both systems and people, it should be considered an extreme option and implemented when there is an immediate need to move people out of an area where there is a clear and present danger. However, it is a contingency that must be considered and prepared for during any situation that may expand beyond the capabilities of available resources.

If an incident has the potential to impact evacuation routes — such as wildfire — the Unified Command of Orinda PD, Orinda EOC, and MOFD will endeavor to make evacuation decisions early enough to allow people to leave the area of impact. A wait-and-see policy may be disastrous if people cannot safely evacuate once the danger is present. While evacuation operations include inherent risk, hesitancy to issue orders could result in greater loss of life.

People with disabilities and access and functional needs, those in care facilities, and all who need extra time to move to safety should evacuate proactively when advised to do so, especially if living in areas where flood danger is paramount and the forecasted risk of fire or flood is imminent or likely. Residents in these categories would be well served if they are evacuated as soon as possible, for example, when an evacuation warning is issued rather than waiting for an evacuation order.

The Orinda Police Department shall make every effort to inform people that failure to evacuate may result in serious physical injury or death and that future evacuation opportunity may not exist. Officers will document the location of individuals that refuse to evacuate or, if necessary, have these individuals sign waivers.

Figure F-1 on the next page shows the evacuation process, from incident start to arrival at a location of safety.

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Figure F-1: Evacuation Process
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1.3.3. Authority
California law grants most evacuation-related authority to local governments. However, certain individuals at both the state and local levels have the authority to close and evacuate an area where "a menace to the public health or safety is created by a calamity including flood, storm, fire, earthquake, explosion, accident, or other disaster." These individuals include peace officers, local health officials, CHP officers, police officers, sheriffs, and marshals.

Activation and termination of this Plan shall be at the direction of:
• City Manager or designee acting as the EOC Director
• Orinda Chief of Police
NOTE: Personnel conducting evacuations cannot forcibly evacuate any person.

When Incident Command or law enforcement personnel believe that a responsible adult is unwilling or unable to take actions necessary to ensure the safety of a minor, law enforcement personnel may take the appropriate steps to remove the child from immediate danger in the interest of life/safety under the California Welfare and Institutions Code.

1.3.4. Evacuation Considerations
When issuing evacuation orders, consider the following:
• The nature and severity of the hazard
• The areas affected and likely to be affected
• The expected duration of the incident
• Which protective actions best safeguard the community members at risk The following factors have a direct bearing on emergency evacuations:
• Number of people evacuated
• Population density of the area evacuated
• Time available for evacuation
• Distance of travel necessary to reach safety
• Any impediments to evacuation routes
• Weather/temperature
• Time of day/year and day of week
Other important considerations include:
• Availability and capacity of evacuation routes
• Vulnerability of evacuation routes due to the hazard or threat Item K.1
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• Availability of resources to support evacuation
• Risk to emergency service personnel

1.3.5. Evacuation Options
The evacuation options include:
• Evacuation Advisory: A recommendation to prepare for potential evacuation due to imminent threats
• Voluntary Evacuation: Residents are encouraged to leave the area, but it is not mandatory
• Mandatory Evacuation: Residents must leave the area immediately for their safety; non-compliance may lead to legal consequences
• Shelter-in-Place Order: Residents are instructed to stay indoors and secure their homes instead of evacuating

1.3.6. Legal Considerations
Evacuation orders should be issued when there is an immediate threat to the health and safety of the population. This annex uses the language below, borrowed from the FIRESCOPE Field Guide,0F
1 to communicate specific activities related to evacuations:
• Evacuation Warning – The alerting of people in an affected area(s) of potential threats to life and property. An Evacuation Warning considers the probability that an area will be affected within a given time frame and prepares people for a potential evacuation order.

Evacuation Warnings are particularly necessary when dealing with various issues, such as equity priority populations and large animals
• Evacuation Order – A notice that requires the immediate movement of people out of an affected area due to an imminent threat to life
• Shelter-In-Place – Advises people to stay secure at their current location. This tactic shall only be used if an evacuation will cause a higher potential for loss of life.

Consideration should be given to assigning incident personnel to monitor the safety of citizens remaining in place. The concept of shelter-in-place is an available option in those instances where physical evacuation is impractical. This procedure may be effective for residential dwellings in immediately impacted areas or large facilities that house a high percentage of non-ambulatory persons (e.g., hospitals and convalescent homes).

Sheltering-in-place attempts to provide a safe haven within the impacted area • Voluntary and Mandatory Evacuation – California Penal Code Section 409.5 does not authorize forcible or mandatory evacuations. Past legal challenges have found that "without a specific legislative amendment to Penal Code Section 409.5, it would be improper to infer statutory authority to forcibly evacuate people who do not wish to be 1 Field Operations Manual: ICS 420-1 (https://firescope.caloes.ca.gov/fog-manual) Item K.1
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evacuated, unless their presence in the closed area, resulted from an entry made after the area was closed pursuant to 409.5(a) or 409.5(b)"

1.3.7. Impact of Evacuation
Evacuating people from their homes, businesses, and places of recreation is a significant hardship for individuals, families, and communities. It can also lead to travel-related injuries and fatalities. Evacuating sensitive populations away from home and support services can also be life-threatening. However, evacuations should be resorted to whenever there is a serious threat to life safety; it is better to err on the side of ordering an evacuation if a situation may overwhelm available resources’ ability to mitigate or resolve an incident.

1.3.8. Notification and Warning
The EOP Base Plan contains information on emergency warning and notification. During an evacuation, timely warning and notification are essential. Effective public communication for evacuation must meet the following objectives:
• Provide sufficient explanations of the potential hazard to convince evacuees to leave • Provide timely and accurate communication of evacuation instructions • Describe evacuation routes
• Point to the locations of reception and care facilities Providing information to the public is vital to the evacuees, including convincing them that they need to evacuate to avoid life-threatening situations. Evacuation messages must include information about the following:
• Location of the hazard
• Route to take to evacuate
• Location of Evacuation Collection Area
• Time that is available to evacuate
• What to do with pets/ livestock
• How to request assistance for those who need assistance • Procedures to check on the safety of neighbors
Evacuation orders will be delivered via Nixle and the Community Warning System (CWS) and posted on the City website and social media accounts. Notification may be provided by loudspeakers that most first responder vehicles have and by emergency notification systems such as Emergency Alert System (EAS). Whenever possible, evacuation orders should include evacuation routes and the location of evacuation shelters if activated.

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1.3.8.1 Inter-Jurisdictional and Inter-Agency Communications During an evacuation, inter-jurisdictional and inter-agency coordination will be conducted through the ICPs, the City EOC, Contra Costa County EOC, jurisdictional EOCs, and California Governor’s Office of Emergency Services (Cal OES) Coastal Region utilizing available communication equipment and infrastructure and using established procedures. Agency liaisons may also be present in the City EOC and impacted jurisdictional EOCs to facilitate communication between agency operation centers.

Multiple techniques and systems exist in the City and Contra Costa County to facilitate the necessary region-wide communication. These interoperable resources, the agencies that control each of these resources, and the protocols and procedures for activating these resources are provided in the Bay Area Tactical Interoperable Communications Plan (TICP).

1.3.8.2 Alert and Warning Notification
Alerts may be issued whenever there is an imminent threat to life and property. The nature of the specific threat influences the types and systems used, the size of the area affected, and other factors. Key criteria include:
• Potential impacts of the threat
• Time of Day
• Required public actions
• Time available for the public to react
• Environmental conditions magnifying the incident's effects Communication Alert and Warning Methods
It is vital to consider using multiple communication methods to inform the public. Individuals receive and process information in different ways. For example, residents who are deaf or hard of hearing may not hear messages delivered via bullhorn. Residents who are blind or have low vision may not see text messages, and residents who speak a language other than English may need information translated or interpreted for them. As much as possible, notification procedures will accommodate the entire community, employing multiple media and modalities to ensure that all segments of the population are provided with the necessary information.

Available communication tools/capabilities which may be used to notify the general public about the need to evacuate or shelter-in-place include:
• Community Warning System
• Nixle
• Integrated Public Alert and Warning System (IPAWS)
• Wireless Alert System (WEA) – Cellphone voice message and text • Emergency Alert System (EAS) – TV and Radio
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• National Oceanic and Atmospheric Administration (NOAA) Weather Radio • City Social Media
• City website
• Local radio
• Public address systems
• Police vehicles equipped with bullhorns
• Helicopters equipped with bullhorns (Upon request from CHP and Contra Costa County Sheriff's Department)
• Door-to-door notification
• Changeable message signs

1.3.8.3 Evacuation Informational Updates
The public must be provided with coordinated, frequent, and accurate information about any changes during evacuation operations. Real-time updates must be communicated to evacuees whenever possible, including:
• Location of transportation
• Evacuation pick-up points
• Evacuation arrival points
• Evacuation routes
• Road and area closures
• Availability of hotels, food, fuel, medical, and other essential services • Traffic conditions
• Shelter capacities
• Other essential information includes security measures being implemented, weather conditions and any changes to evacuation plans
The City or Operational Area Joint Information Center (JIC) provides informational updates to the public and the media. Depending on the duration of the evacuation, communication methods may vary from the evacuation's onset to the evacuation's conclusion. It is essential that the public understand how they can continue to access informational updates for the duration of the incident.

People at the evacuee arrival points or evacuation shelters will need regular briefings on the evolving situation. Family reunification is often one of the most common concerns of evacuees and their families and friends. Messaging should emphasize information on available reunification systems like the Red Cross' "Safe and Well" website.

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1.3.9. Evacuation of Individuals with Disabilities and Others with Access and Functional Needs
California Government Code § 8593.3 defines access and functional needs as individuals who have developmental or intellectual disabilities, physical disabilities, chronic conditions, injuries, limited English proficiency or who are non-English speaking, older adults, children, people living in institutionalized settings, or those who are low income, homeless, or transportation disadvantaged, including, but not limited to, those who are dependent on public transit or those who are pregnant.

The evacuation of people with disabilities and access and functional needs poses additional requirements with respect to alert and notification, information dissemination, evacuation, emergency transportation, and sheltering requirements. Many otherwise self-sufficient people may have special circumstances due to short-term issues such as physical or mental health issues or temporary resource shortages (e.g., fuel, transportation, etc.).

During an emergency, it is critical that modes of available transportation are identified that can be used in the evacuation of people with disabilities and others with access and functional needs.

Transportation that can accommodate wheelchairs, scooters, or other mobility aids will typically be needed in a large-scale evacuation. Lift-equipped buses or vans may be an option.

The City has established and maintains a working relationship with public and private agencies that serve transportation-dependent populations. County Connection LINK paratransit service is among the most prominent providers. It is important to note that individuals with disabilities and others with access and functional needs may be unable to reach designated transportation points without assistance.

1.3.10.Access Control
Once an area is evacuated, it becomes a public safety vulnerability with risk to those attempting to re-enter it before it is safe to return. The evacuated area also becomes vulnerable to potential property-related crimes by persons without authorized access.

If an area is evacuated, when deemed safe for officers, Orinda Police shall provide organized patrols inside the perimeter of the evacuation area to enforce the evacuation and ensure evacuated persons do not re-enter before the evacuation is terminated. Organized patrols will be responsible for deterring potential criminal activity in the area. If safety concerns do not allow for organized patrols within the evacuated area, the City Police Department should establish hard containment security perimeters immediately outside the evacuation area perimeter to prevent entry into the area.

1.3.11. Evacuation
The SEMS Guidelines assign the coordination of movement and evacuation operations to law enforcement. In the City, the basic tenets of an evacuation will include:

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• The responsibility for ordering a mandatory evacuation rests with the City Council, City Director of Emergency Services (City Manager), the Contra Costa County Sheriff, or the Contra Costa County Public Health Officer
• The City of Orinda has been divided into Zones for purposes of evacuations. Responding personnel will be assigned to an area, evacuate and secure it, and report back to the Command Post for either relief or reassignment. The Zones will be evacuated based on the needs of the incident. Evacuation locations have not been predesignated, but each zone has locations associated with it that should be considered for use. Coordination with the Red Cross should be made before ordering evacuations from within the City • Personnel conducting evacuations will give either an Evacuation Warning - meaning that the event is approaching and residents and employees should leave - or an Evacuation Order. An Order is mandatory; however, if people choose to stay inside their home or business, the law is unclear as to the authority granted to police agencies to enforce the order. Therefore, responding personnel will record the refusal and will move on to the next house or business.
• A proclamation of an emergency should be declared prior to the mandatory evacuation order for protection from certain liabilities per the Emergency Services Act • Law enforcement will implement traffic control for evacuation and for reentry. Traffic control points to support evacuation will be pre-determined • Public information concerning the evacuation will be released through all available media • Reception centers will be predetermined and announced to the public • Institutions (nursing homes, rest homes, retirement center, etc.) within the county must develop procedures for evacuation of patients or residents. When the capabilities of an institution to meet resource requirements are exceeded, the institution will be assisted by the City EOC with resource data
• Schools will develop evacuation procedures. Prearranged buses will be utilized for students that do not drive their own vehicles. Parents will be advised of the location of reception centers
• The segment of the City’s population lacking transportation to a reception center/shelter facility will be assisted by the most appropriate means of transportation available, possibly including law enforcement vehicles, school buses, emergency vehicles, church buses, senior citizen's vans, and privately-owned vehicles • People with disabilities or access and functional needs may require specialized means of transportation to accomplish movement of the people to a reception site or shelter. Due to the limited numbers of specialized vehicles available for transport, evacuation of the disabled/access and functional needs population will be initiated in advance of an evacuation
• Regional coordination of traffic control, shelter/mass care, and public information will enhance the total evacuation and reentry process. This will be accomplished through the City EOC if activated, in coordination with the Contra Costa OA • Staging areas for incoming resources will be established. All incoming relief resources and personnel reporting to the City or Contra Costa County will be routed to a staging area determined by the circumstances
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• Privately-owned sites for forward staging throughout the county will be negotiated and utilized as needs dictate
• Certain regional staging areas will be utilized as mobilization points to receive and organize emergency relief personnel and equipment
• Access to defined evacuation areas will be denied to non-essential personnel once an evacuation order has been issued
• Vehicles experiencing mechanical problems during the evacuation will be moved off the roads by necessary means as authorized by law enforcement officials • Stranded motorists will be assisted by law enforcement officers in evacuating first to a location of safety and then a reception site or shelter • Sections of the City may remain isolated or closed to the public even after reentry begins • The decision to allow reentry to any evacuated/restricted areas of the City will be made by the Incident Commander in coordination with the Director of Emergency Services and Public Works Department. An emergency order for the reentry of the public will be made • Evacuated emergency service equipment and personnel will reenter prior to the public's reentry
• Reentry to the impacted area will be phased
• Public information concerning reentry will be released through all available media

1.3.11.1 Evacuation Routes
The City uses Ladris, an evacuation modeling and decision-support platform designed to help emergency managers plan, analyze, and execute large-scale evacuations. It combines real-time data, traffic modeling, and population movement analytics to support faster, more informed decisions during emergencies like wildfires, floods, hazardous material releases, or urban evacuations.

1.3.11.2 Disaster Routes
The Contra Costa County EOP summarizes the countywide Disaster Route Priority Plan. The Disaster Route Priority Plan is a multi-jurisdictional plan to quickly assess the condition of the highway system and critical facilities, and prioritize the clearing, repair, and restoration of predesignated regional highway routes following a major disaster. The disaster routes also serve as temporary alternate routes for the freeway system if portions of the freeway system are damaged or destroyed.

Disaster routes are not the same as evacuation routes. A disaster route is used by first responders such as fire, law enforcement, and emergency medical personnel in the emergency phase of a disaster to gain access to the impacted areas to save lives and protect property. Disaster routes are also needed to provide access to these areas as the recovery and restoration efforts begin, so that required resources can be brought in as quickly as possible.

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An evacuation route is used to move the affected population out of an impacted area. During a disaster, disaster routes have priority for clearing, repairing, and restoration over all other roads.

Contra Costa County Department of Public Works (CCCDWP) has predesignated disaster routes within the OA.

1.3.11.3 Traffic Control and Assembly Points
Traffic control points will be established at certain access points and key intersections to control access to the routes, to expedite the flow of traffic and to ensure the security of the evacuation area. In some cases, it may be necessary to control traffic outside the evacuation area to minimize conflicts with evacuation traffic. Traffic control points will also control entry to and exit from evacuation zones, track and control traffic flow, and redirect traffic as needed and communicate and track needs for tow truck/fuel/minor repair teams. Traffic engineers are available through the Contra Costa County Department of Transportation to evaluate and recalculate flow capacities if traffic halts or becomes slow in certain areas.

Contraflow, the designation of a lane in which traffic flows in the opposite direction of the surrounding lanes, is not used in Contra Costa County. Evacuation assembly points are locations within each evacuation zone where evacuees needing transportation assistance can assemble to be transferred to an evacuation center. Evacuees may be transported via public transit or another mode of transportation (e.g., bus, rail, ambulance, wheelchair van, etc.). Evacuees will be directed to pre–identified evacuation centers or large open areas (parking lots, fields, etc.) prior to determining the need for shelters.

1.3.11.4 Pedestrian Evacuation Routes
Given sufficient notice of an evacuation, people without vehicles or other means of transportation can walk to a reception site or place of safety. A study in Minnesota conducted modeling using Arc Geographical Information System (GIS) graphics applicable to vehicle and pedestrian traffic. The researchers found that a walking-based evacuation within a one (1)-mile radius is roughly three (3) times faster than trying to drive out in congested traffic. Pedestrian evacuation routes must be pre-designated to conduct public education on the alternative evacuation routes. When warning the public of an evacuation, the city should provide advanced notice, depending on the timeframe of the expected evacuation. Pedestrian evacuation routes will also lessen the flow of vehicle traffic out of the City.

1.3.12.Transportation
The City emergency organization assigns the Public Works Department with the primary responsibility to coordinate transportation resources. In an emergency, the City can request assistance from the Operational Area EOC for assistance with mass evacuation transportation coordination. The OA EOP designates the responsibility for the coordination and status of fleet transportation resources to the Transportation Support Unit Leader. Another resource during an emergency is the Contra Costa Transportation Authority / Public Works, which is responsible for managing the operation of city streets for motorists, transit, cyclists, pedestrians, and Item K.1
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movement of goods. During an emergency, Orinda Public Works or Caltrans has the capabilities to conduct:
• Traffic signal operations (signal synchronization)
• Emergency preparedness and temporary traffic management for emergencies • Repair and maintenance of transportation infrastructure • Provide traffic enforcement and traffic control officers for evacuation assistance

1.3.12.1 Private Transportation
The primary mode of transportation for evacuees is typically privately owned vehicles.

Additional transportation resources may be identified and requested by the City through the Operational Area EOC Logistics Section. Additional transportation resources may be available from school districts, local, county and state agencies, businesses in the City, public transit systems, state and private correctional facilities, NGO, and the private sector. Consideration in obtaining additional resources must include transportation requirements for access and functional needs populations, special facilities, animals, and livestock.

1.3.12.2 Mass Transportation Resources
The City is serviced by County Connection, the primary bus operator in Contra Costa County.

Route 6, which runs between the Lafayette and Orinda BART stations via the Moraga Commons, has multiple stops within the City. The BART Yellow line runs through the City.

1.3.12.3 Pick-up Points for Mass Transportation
During a mass evacuation, buses can be assigned to pick up people that have no means of transportation at selected bus station locations.

1.3.12.4 Traffic Control
Traffic control and exit routes to evacuate the City will be determined and controlled by the Orinda Police Department. If further assistance is needed from local and state law enforcement agencies, the Police Department will request mutual aid through existing mutual aid agreements.

If the Public Works Department requires additional assistance, a request for assistance from the Contra Costa County Public Works Department will be made through the OA EOC.

Evacuation traffic utilizing routes on State Highway 24 will be controlled by the California Highway Patrol.

Traffic control devices (e.g. signs, barricades, electronic signs boards, etc.) will be provided by Contra Costa Sherrif’s Office and/or the Contra Costa County Department of Transportation or Department of Public Works. City Public Works will assist Orinda Police as needed and provide resources as required. Additional resources may be obtained by assisting public works departments and/or the private sector. Orinda Police will request tow trucks and road services Item K.1
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when needed to clear disabled vehicles from evacuation routes or when vehicles require minor repair services (e.g. refueling, change a tire, et cetera).

Orinda Police and assisting law enforcement agencies will communicate traffic issues such as roads blocked or impassable and flooded roads and intersections to the ICP. Traffic officers will determine traffic control equipment needs and identify potential sources, identify and assign towing resources and fuel trucks, and identify resources to implement security objectives. As the evacuation progresses, it may become necessary to redirect traffic flow around bottlenecks, debris, etc. Traffic engineers will be requested to quickly evaluate and recalculate flow capacities to identify the best evacuation routes based on situational data.

1.3.13. Animal Evacuation
The OA Emergency Operations Plan, Animal Emergency Response Annex, states it is estimated that more than half of County households include pets. Animal owners are responsible for the basic care and sheltering of their pets and animals during a major disaster or emergency. During an emergency, when warned of a pending evacuation, it is assumed that owners of pets, service animals, and livestock have taken preparedness measures and will take emergency actions to protect, evacuate, and care for them throughout the emergency.

Livestock is present in the City, most notably with the presence of Goats R Us Company, which uses goats for vegetation management. Regulations allow private chicken ownership on properties of at least 20,000 square feet. Large-scale livestock farms are not found within city limits.

Pets Evacuation and Transportation Standards (PETS) Act of 2006 The Pets Evacuation and Transportation Standards Act of 2006 (PETS Act) Public Law 109– 308, directs state and local governments to address the needs of people with pets and service animals in their emergency preparedness plans, including the rescue, care and sheltering of animals. The PETS Act amends the Stafford Act and requires local, state, and federal governments to account for the needs of individuals with service dogs, household pets, and livestock prior to, during, and after a major disaster or emergency.

Animal Evacuations
The City in conjunction with the Contra Costa County Animal Services Department, (925) 335- 8300, leads the implementation of the PETS Act during emergency response. In conjunction with the Police Department, Contra Costa Animal Services will provide for the coordination of evacuation and sheltering of household and service animals in the event of a disaster. There are no animal shelters in the City.

The closest shelters that provide animal rescue services in the event of animal evacuations are:

SHELTERS ADDRESS AND CONTACT INFORMATION
Contra Costa Animal Services 4800 Imhoff Place, Martinez, CA 94553 (925) 335-8300
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SHELTERS ADDRESS AND CONTACT INFORMATION
East Bay SPCA 4651 Gleason Drive, Dublin, CA 94568
(925) 479-9670
Pinole Animal Shelter 910 San Pablo Avenue, Pinole, CA 94564 (510) 374-3966
Joybound People & Pets (Formerly
ARF)
2800 Mitchell Drive, Walnut Creek, CA 94598
(925) 256-1273
Homeless Animals’ Lifeline
Organization (HALO)
Antioch, CA 94531
(925) 473-4642
The City may request assistance from the Contra Costa County Animal Response Team (CART).

CART is a non-profit organization with a mission to shelter animals during a declared disaster.

They have 40 volunteer members serving as disaster service volunteers. The organization is based out of the Contra Costa Animal Services Department. There is also the San Francisco Disaster Preparedness Coalition for Animals which has Disaster Animal Response Team (DART) volunteers that could assist the City with animal care in an emergency or disaster.

During the preparedness phase, the City Information Officer and Emergency Management Division will provide the public with preparedness information on what to expect and how to care for service animals, household pets, and livestock during an emergency.

Immediately prior to an evacuation, public information will be provided through multiple means of notification systems to inform the public on emergent pet evacuation and shelter sites. These sites may be a temporary location to stage pets during the immediate emergency while other locations are set up for longer term sheltering of animals.

The Americans with Disabilities Act of 1900 (ADA) requires reasonable accommodation by public entities and accommodations for “service animals,” where this means “any dog that is individually trained to do work or perform tasks for the benefit of an individual with a disability.” In some circumstances, this can also extend to miniature horses. This law explicitly does not apply to emotional support animals (28 C.F.R. §§ 35.104, 36.104, 35.136(i), 2010). The ADA further describes there may be no size, weight, or breed restrictions allowed for a service animal. 28 C.F.R. Pt. 36, app. a (2011). Officials may ask ONLY (1) if the dog is required due to a disability, and (2) what tasks the dog is trained to perform.

Federal Emergency Management Agency (FEMA) has established a resource typing system within NIMS, which includes small and large animal rescue, and care and transport teams that may be requested via the Contra Costa County OA EOC Logistics Section. The following FEMA and Humane Society websites have information for the public about evacuation preparations for pets and livestock.
• https://www.ready.gov/animals
• https://www.humanesociety.org/resources/pet-disaster-preparedness Contra Costa County Animal Evacuations
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The OA will coordinate among local, state, and federal officials for animal care during an emergency. Pre-emergency, they will work with partner agencies to educate owners of household pets, livestock and service animals on how to be prepared in case of an emergency. As needed, the OA will support the protection of animals affected by an emergency including rescue, sheltering, control, feeding, and preventative immunization of animals left homeless, lost or strayed because of an emergency. Shelters will be established to assist evacuated residents who need emergency sheltering for their household pets.

Stray and Lost Household Pets
Every effort will be made to rescue abandoned or stray household pets and service animals from the disaster area within reasonable safety limits for rescue and animal care workers. This will assist in preventing animal owners from prematurely reentering the area to find or retrieve their pet. Lost, stray, or animals incapable of being cared for by their owners may endanger themselves or the public and are the responsibility of Contra Costa County Animal Control.

These animals will be sheltered, fed, and if possible, returned to their owners. If the animals cannot be returned to their owners, their disposition will conform to State law. In some cases, the animals may be euthanized according to State law, if there is no other alternative.

Transportation of Stray and Lost Pets
Coordination of transportation from the scene to operational animal facilities is the responsibility of the local animal control agency in coordination with the OA EOC Animal Care and Health Unit Leader. The City will coordinate with the OA for assistance with animal transportation to pet shelters. During transportation, provisions will be made for each household pet for a carrier or cage that provides adequate ventilation, compatible grouping, and an appropriate amount of space. Due to health and safety concerns, household pets are not allowed on emergency transportation vehicles being used to evacuate people from potential disaster areas. Federal law requires that all service animals be allowed to accompany a disabled individual on public and private transportation vehicles.

1.3.14. Shelters
While most people who evacuate will stay with family and friends, approximately 20% will require sheltering during an evacuation. Because full scale shelter operations are beyond the capabilities of City staff, other organizations such as the American Red Cross (ARC) and the OA may provide resources. The County has agreements with the American Red Cross to provide a variety of services related to care and shelter.

1.3.14.1 Evacuation Centers
An evacuation center, also called a reception center, is a location and safe zone where evacuees can go prior to an incident, or while the incident is in progress. At an evacuation/reception center, the ARC, City employees, or volunteers will typically provide some of the immediate care and needs of those affected by the disaster, including a safe and warm place to wait. If an evacuation is ordered, the City will make notifications to the public and to the OA and ARC.

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Depending on the timeframe, the City, ARC, and the County (typically via a conference call) will determine the best locations to set up as evacuation/reception centers for the people that need to evacuate.

These properties are privately owned or are the property of a special district. Memorandum of Understanding (MOUs) for use of the property must be developed with these or other property owners prior to an emergency occurring. Other locations for evacuation centers will be provided by the ARC and coordinated with the City and OA during an emergency evacuation.

The Parks and Recreation Department staff are designated to serve in the Care and Shelter Branch of the EOC and in shelters during an emergency. The City EOP lists parks and schools as pre-identified shelter sites within the City. Parks and Recreation Department staff may work in shelters in other cities in conjunction with the ARC and volunteers.

As the incident progresses, the EOC will determine how many evacuees need to relocate to a disaster shelter. The Bay Area Chapter of the ARC focuses on meeting the immediate emergency needs of disaster victims through the provision of shelter, food, clothing, toiletry items, clean-up items, help in obtaining prescription refills or medical equipment, mental health support, and referrals to organizations that help with long-term needs. In addition to providing client services at disaster scenes, the ARC handles inquiries from concerned family members outside the disaster area.

ARC volunteers will set up the appropriate number of shelters for these people. The shelters may be at different locations than the evacuation/reception center. Transportation assistance will be arranged for those without a vehicle. Once at the shelter, evacuees will receive cots and blankets for overnight stays, meals, as well as assistance from Red Cross nurses and mental health volunteers.

1.3.15. Re-entry
Once the threat has passed and the evacuated area is safe from residual risks, evacuated persons will be allowed to re-enter. The EOC, Transportation Unit, coordinates transportation, routes, and resources to support re-entry.

Reentry strategy will be coordinated with the OA and regional partners, as any evacuation will likely have impacts beyond the City. The Operations Section Chief is responsible for providing the Public Information Officer (PIO) with information regarding the safe return to the evacuated area. Those who need assistance to evacuate will also need assistance to return.

All agencies involved will need to coordinate for an effective re-entry. Priority requirement to allow for re-entry include:
• Safety
• Security
• Damage Assessment complete
• Restoration of utilities and other services complete
• Communication of information
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• Rescue and recovery operations complete
• Restoration of essential business operations
For safety reasons, an assessment should be completed before citizens re-enter the evacuated area. The re-entry assessment includes an evaluation that the following have been completed:
• Damage assessments to buildings and infrastructure
• Gas leaks or downed power lines repaired
• Water and sewer lines have been repaired; drinking water has been deemed safe • Hazardous materials releases and residual contamination are contained and do not pose a hazard
• Debris has been removed from major transportation routes • Trees and other overhead structures are safe
• Search and rescue and any remaining recovery operations have been completed Once re-entry is deemed safe, the same public alert and warning systems can be used to disseminate information regarding the opening and re-accessibility of evacuated areas. The EOC will notify the evacuation arrival point and emergency shelter staff of the re-entry schedule and procedures.

Once evacuees are permitted to return, procedures must be established to properly identify residents and critical support personnel and ensure the legitimacy of contractors, insurance adjustors, and other personnel. Re-entry points should be staffed by law enforcement personnel.

There is a potential that people with disabilities and others with access and functional needs may not be able to enter their homes, especially if required ramps or other means of access have been destroyed. Due to these considerations, short-term housing can be identified in coordination with community partners that can accommodate the needs of people with disabilities and others with access and functional needs. Potential sites could include hotels or motels, apartment buildings, or portable trailers with ramps. It is also important that these temporary housing sites be in proximity to necessary support networks.

1.4. Roles and Responsibilities
All agencies/organizations assigned to the City EOC are responsible for designating and training representatives and ensuring that appropriate agency-specific standard operating procedures are developed and maintained. Agencies must also identify staff and maintain notification procedures to ensure appropriately trained agency personnel are available for extended assignment to the City EOC, agency DOC, or field command posts, as needed.

1.4.1. Local Government Entities
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The following local government entities have a role in preparedness and implementation during an incident requiring the evacuation of citizens. Some have a primary role and are always activated, while some support as needed and are called upon by their emergency managers.

1.4.1.1 City Council
• Responsible to proclaim and/or ratify a local emergency and end of the emergency • Establish executive level policies for management of an emergency • Ensure that the Emergency Services Director has clear policy direction • Make recommendations and provide advice to the Emergency Services Director during the disaster.

1.4.1.2 Administrative Services
• Supports and staffs the EOC Management Section
• Provides overall emergency policy and coordination through the Director of Emergency Services (City Manager)
• Manages personnel issues and registration of volunteers as disaster service workers • Provides legal advice
• Draft proclamations and other emergency documents
• Supports and staff the EOC Logistics and Finance Sections • Implements a disaster accounting system
• Maintain financial records of the emergency
• Tracks and records all department staff time
• Processes purchase orders and contracts in coordination with EOC Logistics Section • Processes worker’s compensation claims received at the EOC • Processes travel and expense claims
• Provides administrative support to the EOC

1.4.1.3 Emergency Management Coordinator
• Works with the Emergency Services Director to coordinate EOC internal management systems
• Ensures the EOC is set up and ready for activation
• Liaisons with outside public jurisdictions and internal departments • Assists and serves as an advisor to the Emergency Services Director and General Staff as needed
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• Notifies relevant stakeholders, including the Mayor and the Contra Costa County Operational Area, of City EOC activation
• If the EOC is not activated, collects and consolidates ongoing reconnaissance information from field units, the ICP, and other available information sources. May make a recommendation regarding EOC activation
• Provides a Liaison Officer to the ICP when necessary
• Works with other departments to determine the scope of the incident and its impact on City functions and facilities
• Monitors, records, evaluates, and assesses information obtained by the MOFD and CCCSD during initial assessment to anticipate future emergency management needs of the departments
• Contacts other City, County, State, and Federal agencies as necessary

1.4.1.4 Information Systems
• Oversees the installation, activation and maintenance of all radio, data and telephone communications services inside of the EOC and between the EOC and outside agencies • Performs computer analysis
• Produces maps and graphics as needed
• Makes assignments of radio, data, computer, and telephone services

1.4.1.5 Public Information Office
• Serves as the dissemination point for all media releases within the affected area • Reviews and coordinates all related information releases • Ensures that the public within the affected area receives complete, accurate, timely, and consistent information about lifesaving procedures, health preservation instructions, emergency status, and relief programs and services
• Follows the Joint Information System (JIS) protocols, which include processes for activating and operating a Joint Information Center (JIC)

1.4.1.6 Operations
• Set up command post, preferably in close proximity to ICP but not too close. Plans for long term response and advanced planning
• Develop/obtain intelligence on fire spread. (Utilize brush fire projection tool and information from Air Reconnaissance, and project the information obtained on a map) • Request a law enforcement officer respond to fill Deputy Branch Director if scope of incident warrants
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• Estimate scope of evacuation
o Number of evacuees
o Area to be controlled
o Time restrictions
o Special problems/ needs
o Resources needed
• Set objectives for evacuation
o Primary objectives
▪ Provide for officer safety
▪ Provide perimeter and traffic control
▪ Determine type of evacuation and deliver evacuation orders to public ▪ Recommend evacuation messages to IC/PIO
▪ Establish shelter / evacuation center
• Secondary Objectives
▪ Provide for transportation and logistical needs of Evacuation Branch ▪ Provide security and patrol for evacuated areas
▪ Develop Re-entry Plan when emergency is abated
• Establish Communications Plan
• Order resources as needed through IC. (Notify other agencies which might have incident responsibilities)
• Assign situation status responsibilities
o Using the brush fire projection tool, predict fire spread. o Update fire rate of spread information received from Air Reconnaissance (real time updates) on operational area maps
• Assign Resource Status-keeping responsibilities
• Provide direction to subordinates concerning
o Rate of fire spread
o Safe refuge areas
o Intersection control points
o Traffic Plan
o Evacuation instructions
o Animal Control instructions
o Safety
o Security

1.4.1.7 Planning
• Supports and staffs the EOC Planning Section
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• Responsible for planning, development, ensuring safe construction practices, community preservation and improvement, redevelopment, and housing and social service programs • Serves in the field level or EOC to collect, analyze and display situation information, assess, verify, and prioritize situation information into situation intelligence briefings and situation status reports
• Tracks the location and status of all resources acquired by the EOC • Prepares and maintains displays, charts, and lists that reflect current status and location of personnel, critical resources, transportation, and support equipment • Initiates the EOC action planning process and documents the City’s EOC Action Plan and After-Action Report (AAR)
• Plans for long term response and advanced planning

1.4.1.8 Parks & Recreation
• Assists with seniors and people with disabilities or access and functional needs • Assists in activating and staffing reception areas or shelters • Coordinates with field level to determine food and water requirements for incident personnel
• Determines the best method of feeding to fit the situation • Orders sufficient food and potable water from the Supply Unit • Coordinates transportation of food and drinks to the incident with the Transportation Unit • Ensures that appropriate health and safety measures are taken in coordination with the Safety Officer

1.4.1.9 Moraga Orinda Fire District (MOFD)
• The Contra Costa County Fire District (CCCFD), an independent agency, is the City’s primary provider of fire and rescue, emergency medical, and hazardous materials services • Assists with alert and warning, as necessary, including the use of sirens and public address systems
• Conducts search and rescue operations
• Assists with evacuations of hospitals, skilled nursing facilities and other specific needs facilities as available
• The Contra Costa County Fire Chief is designated as the Region I Mutual Aid Coordinator and is primarily responsible for the overall coordination of mutual aid fire and rescue resources during major emergencies

1.4.1.10 Public Works
• Coordinates all Public Works operations
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• Maintains public facilities, operating utilities and services, water and sewage, and restores those that are damaged or destroyed
• Conducts evacuation route clearance, places traffic signage and access-control barriers • Assists other EOC sections with issues related to traffic and transportation • Receives and processes all field resource requests for Public Works resources • Acquires resources, supplies, transportation, materials, and equipment via the Logistics Section
• Develops a debris removal plan to facilitate City clean-up operations • Provides for the procurement and distribution of potable water supplies

1.4.1.11 Lamorinda CERT
Lamorinda Community Emergency Response Team (CERT) is a part of the Citizen's Corps Council program of FEMA and Cal OES. Founded in 2004, the program has been sponsored at various times by the Moraga-Orinda Fire District and jointly by the Police Departments of the three jurisdictions within Lamorinda. It is currently a program of MOFD.

Lamorinda CERT has trained over 800 residents to be prepared for and to respond to disasters of all types. CERT trained volunteers can be utilized by local agencies to provide various services including Spontaneous Volunteer Registration, traffic control, school and evacuated area reunification / re- population, light search and rescue, medical triage and treatment, and other duties that do not require sworn responders.

1.4.1.12 Lamorinda Area Radio Interest Group (LARIG)
LARIG is a volunteer emergency communications team. Amateur radio operators (RAMs) from the communities of Orinda, Moraga, Lafayette, and Canyon have organized a radio auxiliary team to serve these communities. LARIG is available to provide emergency communications support and regularly supports local EOC exercises and deployments.

1.4.2. Contra Costa County
Upon the request of the City EOC, the Contra Costa County EOC will activate to provide support and coordination within the Operational Area. County law enforcement and health and social services will be the primary forms of Mutual Aid; however, regional law enforcement and other support agencies may be required to support an evacuation effort. All other County Departments’ roles in an evacuation effort will be coordinated through the County EOC.

The County Law Enforcement Branch is responsible for coordinating transportation resources and operations on a countywide basis. This coordination will be accomplished in the County EOC with the assistance of the involved city EOCs. When the County EOC activates in accordance with SEMS, the Coastal Regional EOC (REOC), followed by the State Operations Center (SOC), activate in support.

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1.4.2.1 Animal Services
• Provides support for animal sheltering during evacuation operations • Collects and cares for abandoned or stray animals resulting from evacuations

1.4.2.2 Coroner’s Office
• Responsible for activating the Emergency Mortuary Response Plan • Works with key agencies in establishing a death notification center, mass fatality collection points and disseminating information according to protocols

1.4.2.3 Conservation and Development
• Responsible for building permitting and code enforcement • Supports reentry programs by inspecting structures for safety and code compliance

1.4.2.4 Contra Costa Health
• Directs and coordinates public health actions and services during disaster response conditions
• Manages disease control operations
• Activates mass dispensing operations and quarantine and isolation operations • Issues Health Officer Orders
• Activates seizure orders in support of health operations • Provides for the medical and health needs of the OA population by organizing, mobilizing, coordinating, and directing public and private medical and health resources • Responsible for the countywide management and allocation of medical and health resources, both public and private
• Evaluates County facilities for re-occupancy after an emergency • Performs health hazard evaluations and provide recommendations to departments regarding disaster-related issues (including asbestos, lead, mold, etc.) • Performs drinking water testing
• Coordinates with evacuee arrival points and evacuation and emergency shelter managers to ensure sanitation standards are met (including initial facility safety evaluation, sanitation, and food preparation programs)

1.4.2.5 Fire Districts (CCCFD)
• May assist with alert and warning, as necessary, including the use of sirens and public address systems
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• May assist with search and rescue operations
• Assists with evacuations of hospitals, skilled nursing facilities and other specific needs facilities when required
• The Contra Costa County Fire District Chief is designated as the Region Mutual Aid Coordinator and is primarily responsible for the overall coordination of mutual aid fire and rescue resources during major emergencies

1.4.2.6 Office of Emergency Services (OES)
• Activates and manages the Operational Area EOC
• Provides staff for various EOC assignments.
• Performs local, State and Federal coordination, EOC management support, initial recovery, and status reports to the Board of Supervisors

1.4.2.7 Parks and Recreation Department
• Makes its parks and facilities available to relief and disaster agencies to provide care and shelter for disaster victims

1.4.2.8 Public Works Department
• Serves as the lead County department in conducting Damage Assessment and Construction and Engineering Recovery activities and has a lead role in responding to major emergencies
• Responsible for maintaining and repairing infrastructure, including the road network, flood control system, general aviation airports administered by the department, sewer and waterworks districts, and building and safety functions

1.4.2.9 Contra Costa County Sheriff’s Department (CCCSD) • Contracted by the City as the law enforcement agency for the city • Maintains the primary responsibility for alert and warning, information technology, management and situation analysis, emergency public information, law enforcement, and evacuation operations
• During an emergency when the OA EOC is activated, the County Sheriff is designated as the Director of Emergency Operations in the OA
• Departments that support the Contra Costa Sherrif’s Office are the superior and municipal courts, district attorney’s office, public defender’s office, and the probation department

1.4.3. State Agencies
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A designated member of the CHP will function as the Cal OES Mutual Aid Region Movement Coordinator and will coordinate traffic control operations on a region-wide basis. The Movement Coordinator will be assisted by a representative from Caltrans, who will function as the Mutual Aid Region Transportation Coordinator. These coordinators will work between the OA and the State in coordination of resources.

The State agencies with primary roles in evacuation operations are Cal OES, Caltrans, the California Department of Social Services (CDSS), and CHP. These agencies have the responsibilities listed below.

1.4.3.1 Cal OES
Provides for the public safety and welfare of the State's citizens. In an evacuation emergency, the State's OES Director, in coordination with and with the approval of the Governor, would aid the evacuation effort through the following activities.
• Coordinate evacuation support operations by other State agencies • Approve all mission taskings to State agencies
• Make, amend, or suspend certain orders or regulations associated with the response in accordance with State law
• Communicate to the public and help people, businesses, and organizations cope with the consequences of any type of incident
• Activate the State National Guard as needed
• Declare a State of Emergency with the Governor’s approval • Request Federal assistance, including, if appropriate, a Stafford Act Presidential declaration of an emergency or major disaster. This is done if it becomes clear that State capabilities will be insufficient or have been exceeded • Coordinate State and Federal resources to aid in disaster response and recovery

1.4.3.2 Caltrans
• Activate the Transportation Management Center (TMC) emergency operation center.

TMCs are staffed 24/7
• Report to the County EOC and serve in Operations Section, Law Enforcement Branch, and Transportation Support Unit
• Provide reports and estimates of state roads, highways, bypasses, and bridges • Establish preferred routes in coordination with CHP to assign effective evacuee corridors • Activate changeable message signs to inform motorists of road conditions • Update the AM radio message and webpage to provide evacuees with clear directions • Assess the conditions of State highways and bridges and estimate the time needed to repair the damage
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• Determine potential road restrictions or closures
• In coordination with Cal OES, respond to requests from the affected Operational Areas for essential, supportive services related to the State highway infrastructure to help emergency service workers access affected sites

1.4.3.3 CDSS
• The Department's Disaster Services Section supports local emergency agencies in providing mass care support for those who cannot safely remain in their homes due to a disaster or emergency
• The Disaster Services Section assists in networking with/between counties through the Statewide Mass Care and Shelter Committee to identify and deploy mutual aid resources in support of mass care activities
• Track resources needed for Emergency Support Function 6 (ESF-6) with other State agencies
• Coordinate with ARC to assist in training for shelter operations • Staff the ESF-6 Branch at one (1) or all three (3) Regional Emergency Operations Centers and SOC at the request of the State OES. Staff are augmented with trained members of the Volunteer Emergency Services Team

1.4.3.4 CHP
• Secure routes, regulating traffic flow, and enforcing safety standards for evacuation and re-entry into evacuated areas
• Coordinate interstate highway movement on regulated routes with adjoining states • Establish highway safety regulations consistent with location, type, and extent of event conditions
• Support Caltrans with traffic route re-establishment and continuing emergency traffic regulation and control procedures as required
• Provide the EOC with information regarding roadway issues such as infrastructure damage and transportation blockages
• Coordinate with the EOC Law Enforcement Branch for traffic control strategy

1.4.3.5 California National Guard
• Manage casualty evacuation from hospitals and field treatment sites • Conduct evacuation and traffic control support

1.4.4. Non-governmental Organizations
The following non-governmental organizations may play a significant role during evacuation operations.

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1.4.4.1 Volunteer Organizations and Private Sector
Community-based organizations, faith-based organizations, volunteer organizations, and private sector businesses in the City will coordinate with the EOC to provide volunteers, equipment, services, and other resources to assist communities in the event of a disaster.

1.4.4.2 Utility and Communications Company Representatives Utility companies such as Pacific Gas and Electric (PG&E), telephone and internet providers, and water/wastewater districts will send liaisons to the EOC to coordinate utility shutdowns in the affected area and deploy field level crews to maintain and respond to service calls for utilities in their areas of service.

1.4.4.3 ARC
ARC provides shelter management and funding, tracing services to assist families who are separated in disaster, and emergency/disaster response services. There are six (6) ARC Chapters in the OA. Congress mandates the ARC to provide care, shelter, and disaster victim Inquiry assistance for victims of natural disasters. ARC will take the lead on sheltering in coordination with Parks and Recreation, and DPSS.

1.4.4.4 Salvation Army
The Salvation Army provides disaster relief in the form of food, shelter, rebuilding, and emotional care. It also assists in finding missing persons. There are three major Salvation Army Chapters in the OA.

1.4.4.5 Lamorinda Community Emergency Response Team (CERT) Lamorinda CERT is composed of volunteers trained to provide support to communities and local government during emergencies. They have capabilities to assist with traffic control during evacuations, staff shelters provide door to door information dissemination.

1.4.4.6 Lamorinda Area Radio Interest Group (LARIG)
LARIG, also known by its FCC call sign, K6ORI, is an amateur radio club serving as a volunteer emergency communications team based in the San Francisco East Bay region of California.

Community members from Lafayette, Moraga, Orinda, and Canyon have organized a radio auxiliary team serving these communities. LARIG operates out of the City EOC when required to provide emergency communications. Their repeaters are co-owned with Lamorinda CERT.

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1.5. Direction, Control, and Coordination
The decision to evacuate will depend entirely upon the nature, scope, and severity of the emergency; the number of people affected and what actions are necessary to protect the public.

The determination to evacuate will be made on a case-by-case basis upon the recommendation of an incident commander, City Manager, other public safety chief, or their designee.

The City EOC may be activated to coordinate and conduct evacuations according to procedures outlined in the EOP. The Evacuation Annex is automatically activated when an incident occurs requiring an evacuation effort within the city.

Evacuating any area requires significant coordination among numerous government agencies and other partners. In the case of a regional evacuation (more than two [2] cities affected), the OA EOC may be activated to support local evacuation efforts.

1.5.1. Command and Control
Basic command and control of an evacuation in the City will follow the provisions outlined in the City EOP. Any multi-jurisdictional evacuation effort will follow the provisions outlined in the County EOP and the California Master Mutual Aid Agreement and will be coordinated by the Contra Costa County EOC. All jurisdictions will operate according to NIMS and SEMS and respond utilizing the ICS.

Response to an emergency or disaster is managed at the lowest level possible. Therefore, the City will be primarily responsible for evacuation preparedness and response activities and has developed an Evacuation Annex in coordination with the City EOP. SEMS, NIMS, and ICS dictate that response to any incident is initiated by local resources. If the incident escalates beyond the capability of the City or expands to affect multiple jurisdictions, Contra Costa County, State, and possibly Federal resources will be requested through the Mutual Aid System and under the National Response Framework (NRF).

Any large-scale response to an incident, including those resulting in the evacuation of more than two (2) impacted communities, should be coordinated through the Incident Command, local fire and law enforcement, the local EOC, and the OA EOC with support from the Cal OES Coastal Region.

1.6. Information Collection and Dissemination
During an evacuation response effort, the City EOC will utilize information provided by the incident commander and/or unified command, Contra Costa County EOC, and any other local EOCs activated to support an evacuation.

Situational awareness is crucial to an effective and successful evacuation. The City and Contra Costa County EOCs will coordinate with first responders, jurisdictional EOCs, and other supporting agencies to gather incident-related information. Information including but not limited to the type of incident, where it occurred, when it occurred, estimates of injuries, fatalities, identified or projected critical resource shortfalls, and damage estimates are all factors that are relevant to an evacuation.

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Situational awareness also includes identifying if there are any facilities (schools, care facilities, etc.) in the affected/hazard area, communities that need to be evacuated, estimates on number of evacuees, their support requirements, and potential transportation and sheltering solutions. The City and Contra Costa County EOCs can support field responders and other jurisdictions in obtaining incident information and provide recommendations regarding evacuation.

The Contra Costa County EOC or a Multi-Agency Coordination (MAC) Group will coordinate with the Incident/Unified Command for multi-jurisdictional evacuations to recommend appropriate evacuation actions.

First responders are responsible for determining initial protective actions before EOCs and emergency management personnel have an opportunity to convene and for gaining situational awareness. Initial protective actions should be shared/communicated to the City EOC, the Contra Costa County EOC, and necessary support agencies/organizations as soon as possible to ensure an effective, coordinated evacuation. Initial protective action considerations include:
• What initial protective action (e.g., shelter-in-place, lockdown, or evacuate) have been implemented for the following:
- Critical infrastructures and key resources
- Schools
- Healthcare facilities
- Local residents
- Large workforce facilities
• How have the unmet needs of individuals with disabilities and other access and functional needs been addressed?
• What additional protective actions should be considered/recommended and coordinated with emergency management, and who else should be involved in discussions?

1.7. Annex Development/Maintenance and
References/Relationships to Other Plans
The Assistant to the City Manager is responsible for overseeing the development and maintenance of this Evacuation Annex. Maintenance updates to this Annex will be consistent with the overall City EOP maintenance and update policies. At a minimum, the City will coordinate and conduct an annual review of this Annex with all support agencies.

Additional reviews may be conducted if the results of an incident or regulatory change indicate a need. Recommendations for change will be submitted to the Assistant to the City Manager for approval, publication, and distribution. Exercise of the provisions of this Annex should occur periodically. The inclusion of County, State, and other partners is strongly encouraged in functional exercises. Each response and support agency will develop internal procedures for administrative support.

1.7.1. Authorities and References
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The following authorities and references have informed the development of this Annex and guided the development of its contents. The same authorities and references provide direction for implementing the Annex's operational components.

Federal
• Developing and Maintaining Emergency Operations Plans – FEMA Comprehensive Preparedness Guide 101
• Federal Evacuation Support Annex to the Response and Recovery Federal Interagency Operational Plans 2021 (FEMA)
• Planning Considerations: Evacuation and Shelter-in-Place Guidance for State, Local, Tribal, and Territorial Partners 2019 (FEMA)
• The Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, as amended • Post-Katrina Emergency Management Reform Act of 2006
• Pets Evacuation and Transportation Standards Act of 2006 • Americans With Disabilities Act of 1990, as amended
• Rehabilitation Act of 1973, as amended
• National Response Framework, 2020
• National Incident Management System (NIMS)
• Guidance on Planning for Integration of Functional Needs Support Services in General Population Shelters (FEMA)
• Individual Assistance Program and Policy Guide (IAPPG) (FEMA) 2019 • Presidential Policy Directive / PPD-8: National Preparedness State
• California Emergency Services Act, California Government Code § 8550-8668 • Health and Safety Code § 34070
• Standardized Emergency Management System (SEMS)
• California Government Code § 8593.3 (2016) – Accessibility to Emergency Information and Services
• State of California Emergency Plan
• California Master Mutual Aid Agreement
• SB 1451: Emergency Preparedness for the Disabled Community County
• Contra Costa County Emergency Operations Plan
City
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• City Emergency Operations Plan, EOC Standard Operating Procedures • Moraga–Orinda Wildfire Action Plan An Appendix to the Contra Costa Countywide Community Wildfire Protection Plan (CWPP)
• City of Orinda Evacuation Guide and General Information

1.7.2. Relationship to Other Plans
The City EOP provides a comprehensive overview of the City's policy approach to protecting public safety and welfare during emergency situations. As part of the EOP, this Annex details evacuation operations conducted during emergencies. Additionally, understanding and facilitating an ongoing relationship between the Safety Element of the General Plan and the City's LHMP are critical to ensure the safety of the City's residents, businesses, and visitors.

In particular, the City of Orinda Evacuation Analysis (January 2023), which was conducted to support the update to the General Plan Safety Element, contains a detailed assessment of constraints and facilitators to conduct evacuation operations.

1.8. Tabs

1.8.1. Tab 1: Sample Evacuation and Shelter-in-Place Notification Messages Below are sample messages alerting agencies can use as a guide to draft a specific message relevant to a local emergency. These samples are not exhaustive. Final messages should always be tailored to the specific needs of the unique event precipitating their need.

1.8.1.1 Sample Evacuation Messages
Long Messages
• This is [Agency] with a mandatory evacuation order for [location]. Take the following protective actions and leave immediately; 1. Gather all family members. 2. Gather all pets. 3. Gather only essential items. 4. Be sure to bring essential medications with you. 5.

Turn off all appliances and lights in your home 6. Lock your home. The evacuation route is: [Evacuation Route]. An Evacuation Center is open at [Name and Location of Evacuation Center]. For more information, please tune to local radio and television stations, visit [URL], or call [###-###-####].
• [Agency] is issuing a mandatory evacuation order for [location]. The National Weather Service has issued a flood warning for [location]. All residents in the impacted area should evacuate immediately. An Evacuation Center/Shelter is open at [location]. For more information go to [insert resource]. Please listen to [radio station] for updated details.

Short Message
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• Flood threat-Evacuation Order for [location]-Leave now-Details on [Agency] website.

1.8.1.2 Shelter-in-Place Sample Messages
Long Messages
• This is [Agency] reporting mandatory shelter-in-place for residents in [location] due to a hazardous materials release. Take self-protective actions immediately: 1. Go inside immediately and stay inside your house or building. 2. Bring pets indoors only if you can do so quickly. 3. Close all windows and doors. 4. Turn off air conditioners and heating system blowers. 5. Close fireplace dampers. 6. Gather radio, flashlight, food, water, and medicines. 7. Call 911 only if you have a true emergency. You will be advised when this dangerous condition has passed, and it is safe to go outside and resume normal activities.

For more information, please tune in to local radio and television stations, visit [URL], or call [###-###-####].
• The Moraga-Orinda Fire District requests everyone within a ½ mile radius of [location] to get inside and remain inside due to a hazardous materials release. Stay indoors, close your windows, turn off your air conditioner, and bring your pets indoors. More information to follow. [link]
Short Message
• Hazardous Release. All within ½ mi of [location]. Get Inside. Stay Inside. Stay Tuned.

1.8.2. Tab 2: General Evacuation Checklist for Emergency Personnel

EMERGENCY EVACUATION CHECKLIST
Planning Units Assigned

1. Determine area immediately at risk, and:
- Population in immediate risk area
- Critical facilities in immediate risk area
- Time element for evacuation

2. Notify the Operational Area of any evacuations that may require activation of shelters.

3. Determine evacuation routes for risk area(s). Check the status of these routes.

4. Determine traffic control requirements for evacuation routes.

5. Estimate public transportation requirements and determine pickup points.

6. Determine temporary shelter requirements. Select preferred shelter locations.

Alert and Warning Units Assigned

7. Provide advance warning to critical facilities. Advise responsible party to:
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facilities
- Determine if additional support from local government is needed

8. Provide advance warning to the public of potential flood, clearly identifying areas at risk.

9. Implement predetermined traffic control plan: - Stage personnel or traffic control devices at required locations.

10. Coordinate with critical facilities regarding precautionary evacuation.

11. Notify American Red Cross for potential evacuation. Determine reception and care facility sites per potential flood.

12. Alert transportation providers to ensure vehicles and drivers will be available when and where needed.

13. Alert School District regarding potential flood and evacuation of schools.

14. Alert assisted living and senior housing facilities of potential flood and evacuation.

15. Advise neighboring jurisdictions that may be affected of potential flood and status of evacuation plan.

Evacuation Units Assigned

16. Determine need for voluntary or mandatory evacuation.

17. Alert neighboring jurisdictions and Contra Costa County OEM that a voluntary or mandatory evacuation will be issued.

18. Disseminate evacuation recommendation to special facilities. Provide assistance in evacuating, if needed.

19. Disseminate evacuation recommendation to the public through available warning systems, clearly identifying areas to be evacuated.

20. Provide increasing information to the public through the media. Emergency public information should address:
- Steps to take to secure buildings that are being evacuated - What evacuees should pack to bring with them
- Where evacuees should go and directions how to get there - Provisions for those without transportation

21. Staff and open shelters (ARC).

22. Provide traffic control along evacuation routes and establish procedures for dealing with vehicle breakdowns on such routes.

23. Provide transportation assistance to those who require it.

24. Provide security in or control access to evacuated areas.

25. Provide Situation Report on evacuation to OA EOC.

Reentry of Evacuees Units Assigned

26. If evacuated areas have been damaged, reopen roads, eliminate significant health and safety hazards, and conduct damage assessments.

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27. Determine traffic control requirements for return of evacuees.

28. Determine requirements for and coordinate provision of transportation for return of evacuees.

29. Advise the City EOC and neighboring jurisdictions that return of evacuees will begin.

30. Advise evacuees through the media that they can return to their homes and businesses; indicate preferred travel routes.

31. Provide traffic control for return of evacuees.

32. Coordinate temporary housing for evacuees that are unable to return to their residences.

33. Coordinate with special facilities regarding return of evacuees to those facilities.

34. If evacuated areas have sustained damage, provide public information with the addresses:
- Documenting damage and making expedient repairs
- Caution in reactivating utilities and damaged appliances - Cleanup and removal/disposal of debris

35. Terminate shelter and mass care operations.

36. Maintain access controls for areas that cannot be safely reoccupied.

1.8.3. Tab 3: City Evacuation Maps (Ladris)
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2. Mass Care and Shelter Annex

2.1. Introduction
The Mass Care and Shelter Annex outlines strategies, procedures, recommendations, and organizational structures to be used to implement care and shelter operations in the City of Orinda (City).

2.1.1. Purpose
The Mass Care and Shelter Annex to the City Emergency Operations Plan (EOP) provides an overview of mass care and shelter functions, outlines organizational roles and responsibilities, and establishes overall guidelines for providing temporary shelter and essential services to displaced residents. It applies to all incidents, regardless of whether there is advance warning.

This Annex describes the actions and processes the City will implement to manage mass care and shelter operations before, during, and after an emergency. The Annex focuses on general strategies for establishing and operating shelter facilities to support affected individuals, rather than specifying shelter locations or facility assignments. The selection and operation of shelter facilities will be determined by the scope and intensity of the specific incident.

2.1.2. Objectives
This Annex has been developed to meet the following objectives:
• Preserve life by providing safe, accessible shelter for occupants displaced by emergencies or disasters
• Define the roles and responsibilities of the City, Contra Costa County, State, and Federal agencies in mass care and shelter operations
• Establish a concept of operations for mass care and shelter activities, including the provision of essential services and resources for affected individuals and families • Ensure mass care and shelter operations are coordinated under the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and comply with applicable City, County, State, and Federal laws and guidelines

2.1.3. Scope
This Annex applies to City departments and staff with Emergency Management Organization (EMO) responsibilities and other departments that provide essential resources. It is also relevant to support organizations that may respond to or provide resources for mass care and shelter operations. This Annex provides the following information:
• Criteria under which the City will activate mass care and shelter processes Item K.1
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• Agencies and organizations responsible for executing mass care and shelter operations • Roles and responsibilities of organizations in preparing for and conducting mass care and shelter activities
• A concept of operations for carrying out mass care and shelter services • Guidelines to enhance coordination when mass care and shelter support is required Whole Community Approach
The City is committed to achieving and fostering a whole community emergency management system that is fully inclusive of equity priority populations and individuals with disabilities and access and functional needs.

2.1.4. Situation
The City is exposed to many potential hazards, all of which may disrupt the community, cause damage, and create casualties. The City has experienced incidents that have threatened the health, safety and lives of residents. These hazards include wildland fire, floods, earthquakes, hazardous material releases, or human-caused threats. For more information on threats and hazards, refer to the City of Orinda Annex to the Contra Costa County Local Hazard Mitigation Plan (LHMP) (2024).

Planning Assumptions
This Annex was developed and will be implemented based on the following assumptions:
• Only departments that have a role in mass care and sheltering functional support are included in this document. The departmental roles listed are limited to those applicable to the functional support
• In any disaster, primary consideration is given to the preservation of life. Additionally, time and effort must be given to providing critical life-sustaining needs • In a catastrophic incident, damage control and disaster relief will be required from the State and federal government, other local governments and private organizations • The City Emergency Operations Center (EOC) may or may not be activated in support of an event. EOC activation will be determined based on the scope and scale of the event • Electronic communications utilizing information technology systems will be compliant with Section 508 of the Rehabilitation Act
• All printed public education material produced to support this Annex for distribution to the general public shall be available in accessible formats • Many residential, commercial and institutional structures could be damaged; requiring a large Urban Search & Rescue/Heavy Rescue mobilization
• Residents could be displaced; requiring shelter and social services needs. Sheltering activities could be temporary or long-term depending on the severity of the incident Item K.1
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• Vital infrastructure such as potable water supplies, electrical power, and natural gas and sewer services could be compromised. Re-establishment of these vital resources will be critical
• Transportation infrastructure could be damaged and in limited operation. Vital vehicle and rail corridors could be damaged and impassible. Re-establishment of transportation infrastructure will be critical
• Although the majority of people seek shelter with family and friends in hotels/motels, the remainder will seek shelter in designated congregate care facilities. The City of Orinda anticipates that approximately 10% of the affected population will seek shelter • The EOC staff and facilities will be available for activations for an incident severe enough to create a large mass care need. When activated, the City of Orinda EOC will be the central point of contact for all operations. The EOC supports the field Incident Command System (ICS) when the emergency is significant, by providing multi-agency coordination through information collection and evaluation, priority setting, and resource management
• Non-governmental organizations (NGOs), private non-profit (PNP), organizations, community-based organizations (CBOs), and faith-based organizations (FBOs) that normally respond to disaster situations will do so
• Neighborhood organizations and local groups, some without training, will emerge to provide care and shelter support independent of local government • The percentage of the affected population that seeks congregate care is dependent on the size, scope, and nature of the incident
• Service animals and emotional support animals must remain with their owners • Mutual aid assistance from unaffected jurisdictions and from State and Federal emergency agencies may be available
• In a major disaster, mass care operations will require an influx of resources from outside the area to be fully operational. Availability of external resources from unaffected jurisdictions, the State, and the Federal Government will depend on transportation infrastructure, and access to affected areas and areas providing mass care • Schools will be used as temporary shelter-in-place sites for the student population when schools are directly impacted by an incident/event
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2.2. Concept of Operations
The following section describes how the City will organize for and conduct shelter operations.

2.2.1. Overview
The Mass Care and Shelter Annex will adhere to the foundational protocols outlined in the City EOP and the California Master Mutual Aid Agreement, which specify responsibilities for mass care and shelter efforts and outline how county and regional resources are to be requested and coordinated. The primary objectives of mass care and shelter operations are to:
• Facilitate the rapid provision of shelter, food, water, and essential services to individuals displaced from hazardous areas, while ensuring safe access for first responders and support personnel
• Implement access control measures to ensure only authorized individuals enter shelter facilities, with discretion granted to caregivers, personal care assistants, or other support staff based on incident commander determination
• Coordinate the movement of evacuees to appropriate shelter sites, onward transportation points, and designated mass care locations
• Ensure adequate shelter and support for vulnerable populations, including individuals with disabilities and access or functional needs, older adults, children, and those who are transportation disadvantaged
• Address the needs of individuals with household pets and service animals, ensuring animals remain with their owners
The City’s Parks and Recreation Department is the lead agency for mass care and shelter operations, with assigned personnel managing shelter activities. In a Unified Command structure, the City Police Department or Moraga Orinda Fire District (MOFD) will assess the need to activate city shelters. Once activated, the City EOC will designate shelter locations, and coordinate operations with Contra Costa County and other supporting agencies and jurisdictions.

Complex mass care and shelter operations involving multiple jurisdictions will be coordinated through the Operational Area (OA) EOC, as required by SEMS.

The decision to activate mass care and shelter operations is made with careful consideration, given its impact on public safety and community well-being. The following process ensures that emergency management, public safety, public health, and other supporting response organizations collaborate on mass care and shelter decisions.

2.2.2. Mass Care and Shelter Considerations
When planning and conducting mass care and shelter operations, consider the following factors:
• The nature and severity of the hazard prompting the need for sheltering • The geographic areas currently impacted and those likely to require shelter support • The anticipated duration of shelter operations
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• The protective actions that will most effectively safeguard displaced community members, including whether sheltering or alternative arrangements are most appropriate Key aspects that directly influence mass care and shelter activities include:
• The number of individuals requiring shelter and support services • The population density of the affected area and the resulting demand on shelter resources • The time available to establish shelters and mobilize resources • The distance displaced populations must travel to reach designated shelters • Obstacles or impediments that could affect access to shelter sites • Weather and temperature conditions that may impact shelter needs and operations • The time of day, season, and day of the week, as these can influence shelter capacity and resource availability
Additional important considerations include:
• The availability and capacity of shelter facilities and supporting infrastructure • The availability of essential resources (food, water, bedding, medical supplies) to sustain shelter operations
• The safety and well-being of shelter staff and support personnel, including those from law enforcement, fire, public health, and transportation sectors

2.2.3. Legal Considerations for Mass Care and Shelter Operations in a City When operating mass care and shelter facilities within a city, it is essential to comply with all applicable legal requirements to protect both the displaced population and those responsible for shelter management. Key legal considerations include:
• Non-Discrimination and Equity – Mass care and shelter operations must comply with the Americans with Disabilities Act (ADA), Title VI of the Civil Rights Act, and other anti-discrimination statutes. Shelters must be accessible to individuals with disabilities, accommodate service animals, and ensure equitable access for all populations, including equity priority groups and individuals with limited English proficiency • Privacy and Confidentiality – Personal information collected during shelter registration and service provision must be protected according to applicable privacy laws (e.g., HIPAA, FERPA). Shelter operators should establish clear protocols for safeguarding confidential data
• Health and Safety Regulations – Shelter facilities must adhere to public health codes, fire safety standards, and building occupancy regulations. Regular inspections and coordination with local health, fire, and building departments are required to ensure safe conditions for all occupants
• Coordination with Law Enforcement and Emergency Services – Shelter security and the welfare of staff and evacuees require close coordination with law enforcement, fire, Item K.1
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public health, and transportation agencies. Legal agreements, memoranda of understanding, and emergency powers should be established in advance to clarify roles and responsibilities.

2.2.4. Shelter Management
The City’s Parks and Recreation Department is the lead department for mass care and shelter operations in the City and is responsible for staffing the Mass Care Branch when the EOC is activated.

While the City has primary responsibility for its jurisdiction, the American Red Cross (ARC) may serve, where possible, as the primary support agency responsible for operating traditional emergency shelters. When ARC has exhausted its capacity to support shelter operations, the City will provide shelter management and will oversee operations.

2.2.5. Site Evaluation, Selection, Activation, Assessment, and Set Up The City’s Parks and Recreation Department is responsible for site evaluation and selection prior to activation of a shelter. This includes evaluation of the site for ADA accessibility and suitability for shelter operations, and maintenance of a facility list.

Upon determination that a shelter needs to be activated in the City, Parks and Recreation will coordinate with ARC, to determine shelter location based on mass care sheltering needs (i.e. size, proximity to disaster and associated services).

Parks and Recreation and/or ARC are responsible for ensuring shelters are appropriately setup to be accessible for occupants and that facilities are functional.

2.2.5.1 Mass Care Logistics and Services
Mass Care logistical support and services will follow the standard procedures for EOC resource requests. When the EOC is not activated the Red Cross will direct resource requests to ARC Department Operations Center (DOC) and when the EOC is activated the ARC DOC may request resources from the City through the EOC Mass Care and Shelter Branch. If the shelter is operated by Parks and Recreation, resources will be requested through the City EOC Mass Care and Shelter Branch to be filled. All material needs will need to be sourced through mutual aid or the finance section of the EOC as the city does not maintain a significant cache of emergency supplies.

2.2.5.2 Shelter Registration
• Shelter registration is a critical first step in ensuring the safety, well-being, and accountability of all shelter occupants during emergency operations. When individuals arrive at the shelter, trained staff will conduct an intake and assessment process in accordance with established ARC guidelines and protocols. This process is designed to collect essential information while respecting privacy and confidentiality Item K.1
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• Shelter occupants will be registered by shelter staff using a standardized Shelter Intake Form. The form will capture basic personal details, emergency contact information, and any immediate medical, dietary, or functional needs. If a resident requires assistance with communication or mobility, staff will provide reasonable accommodation, including accessible formats and language interpretation as necessary • During registration, staff will also assess each person’s specific needs, including medical conditions, access and functional needs, and family reunification concerns o This assessment enables shelter staff to coordinate with medical professionals, caseworkers, and support service providers to ensure that appropriate resources— such as Durable Medical Equipment (DME), Consumable Medical Supplies (CMS), and Personal Assistance Services (PAS)—are available
• All information collected will be handled securely and used solely to provide necessary services and maintain an accurate accounting of shelter occupants. In the event of separated families or unaccompanied minors, staff will follow established reunification procedures in collaboration with ARC and local authorities • Periodic updates to registration information may be conducted to account for changes in an occupant’s status or needs. Upon departure, ensure that every registered person in the shelter checks out with shelter staff. Accurate records need to be maintained for all individuals who utilize the shelter’s services

2.2.5.3 Food Services
The City of Orinda has responsibility for ensuring that food service is provided in City operated shelters, either through City contract or by an NGO such as ARC. Food service in all locations will include three (3) meals a day, beverages and snacks. The shelter manager will ensure the food service areas are set up to meet the needs of all shelter occupants including ensuring an accessible set up and adaptive utensils. Under all scenarios responsible parties (i.e., Red Cross and/or City) will ensure that food provision is inclusionary for people with disabilities and others with access and functional needs including dietary requirements/restrictions and medical needs.

2.2.5.4 Public Safety and Security
Public safety and security at shelter sites are overseen by local law enforcement, or through contracted security services. Coordination is managed through the EOC. Volunteers may assist within shelter boundaries, but trained security personnel must be present at all City-supported shelters. Responsibilities include implementing security operations, coordinating with site management and law enforcement, managing shift schedules and traffic control, and protecting shelter occupants, staff, and resources. Additional measures such as bag screening and metal detectors may be used if deemed necessary.

2.2.5.5 Transportation
Transportation during emergency shelter operations involves coordinating the movement of community members—including individuals with disabilities and access and functional needs— from safe areas to shelters, to assistance resources, and eventually back to their homes. Public Item K.1
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information about transportation availability is handled by the City EOC, and shelter staff are responsible for sharing relevant information with occupants using multiple communication strategies. Accessible transportation is provided as needed. If transportation needs surpass local resources, mutual aid can be requested through the EOC to the County EOC. Additionally, displaced individuals’ service and emotional support animals must be transported with their owners, with Contra Costa County Animal Services coordinating animal transportation.

2.2.5.6 Inter-Jurisdictional and Inter-Agency Communications The shelter manager is responsible for ensuring clear, concise and up-to-date information to shelter occupants. This includes daily briefings, bulletin boards, and access to information on community services. Additionally, shelter managers will ensure that communication within the shelter is inclusionary and accessible to people with disabilities and others with access and functional needs to include, oral, signage, Braille, registration and intake process, television (captioning), telephone, and internet accessibility. The City will ensure that multiple accessible redundant effective communication strategies (i.e. verbal, signage, Braille, etc.) are available to support people with disabilities and others with access and functional needs as soon as possible.

Within shelter sites, communication to occupants may be executed in the following ways:
• The Red Cross and assigned shelter personnel will disseminate information to shelter occupants. This information must be processed into a clear, accessible and concise message to be delivered to shelter occupants
• The EOC Public Information Officer (PIO) should coordinate with the Shelter Manager prior to making public announcements to or regarding the shelter • Bulletin Boards may be displayed in key traffic areas throughout shelters to display relevant information. Be sure to update bulletin boards regularly and keep them relevant • Auxiliary aids and services necessary to meet the communication needs of all persons in the shelter will be made available. All information will be in accessible formats for people with disabilities and others with access or functional needs. Information support in a shelter includes but is not limited to:
o Translators for other languages and sign language interpreters o Use of pictograms
o Way-finding guidance for individuals who are blind or have low vision when they cannot see posted signage for transportation resources and activities o Specific briefings to individuals who have difficulty understanding group announcements or head of household meetings to ensure that transportation information is effectively shared
o Signs in large print, Braille, or pictograms
o Assistance in filling out or reading forms

2.2.5.7 Shelter Reporting
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Shelter and/or Facility Managers will report shelter status to the appropriate agency (City EOC or Parks and Recreation Dept.). The shelter status report will be reported as directed by appropriate agency which will include, at a minimum, the following information for each shelter:
• Shelter site name
• Location (street name, number, cross street, zip code) • Estimated capacity
• Number of people sheltered (sleeping over) during reporting period • Total number of people sheltered to-date
• Number of new registrations during the reporting period (normally the last 24 hours) • Shelter manager’s name
• Phone number, radio frequency, or any other contact method • Current facility status (open, closed, stand-by)
• Meals fed in past 24 hours
• Animal shelter co-located? (yes/no), and
• Summary of critical support needs including functional needs support services Case Management
Personal/Family disaster information will be collected at the shelter or at sites such as the Local Assistance Centers (LACs). As transition to recovery progresses, the emphasis on these support services increases. Disaster survivors may need assistance working with the on-line resources, telephone accessed services, LACs, Federal Disaster Recovery Centers (DRCs), Red Cross Safe and Well program, and access to Long Term Recovery Group (LTRG) services/programs.

Coordination with Federal Emergency Management Agency’s (FEMA) Voluntary Agency Liaisons (VAL) will be critical during transition to recovery. In a declared event, FEMA, through the VALs, will set up programs to assist community recovery through available federal programs. As transition to recovery occurs and shelters close and programs are reduced, dependence on accessing the federal programs may increase. Directing disaster victims to federal programs through public education and other voluntary organizations will be a key role in transition to recovery. The California Volunteers Office will also be a valuable resource during transition to recovery.

2.2.5.8 Health and Medical Support
In mass care settings, health and medical needs are supported primarily by Contra Costa County Health, which provides guidance, resources, and medical direction. Medical services coordination occurs through the City EOC, with basic support from the Red Cross and the Moraga-Orinda Fire District (MOFD). MOFD may deploy Emergency Medical Services (EMS) assets to City shelters. Contra Costa Health handles disease surveillance and environmental health, while the Department of Public Social Services (DPSS) coordinates social services and staffing, including functional needs assessments. Mental and behavioral health needs are Item K.1
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addressed by the County Behavioral Health Services. For emergencies, shelter staff should call 9-1-1, and in the event of a fatality, law enforcement will investigate and secure the area.

2.2.6. Caring for Disabilities and/or Access and Functional Needs • Ensure shelter facilities are physically accessible for individuals with disabilities and those with access and functional needs
• Provide accommodations such as accessible restrooms, ramps, and designated sleeping areas to meet needed mobility requirements
• Conduct functional needs assessments upon arrival to identify and address specific support requirements, including medical, dietary, and communication needs • Coordinate with health, social services, and behavioral health agencies to deliver necessary services, including mental health support and durable medical equipment • Utilize trained staff or volunteers to assist with daily living activities and facilitate access to resources such as online or telephone services
• Implement clear communication strategies, including alternate formats and language support, to ensure all shelter occupants understand policies, procedures, and available assistance

2.3. Roles and Responsibilities
All agencies/organizations assigned to the City EOC are responsible for designating and training representatives and ensuring that appropriate agency-specific standard operating procedures are developed and maintained. Agencies must also identify staff and maintain notification procedures to ensure appropriately trained agency personnel are available for extended assignments to the City EOC, or field command posts, as needed.

2.3.1. Local Government Entities
The following local government entities have a role in preparedness and implementation during an incident requiring the sheltering of citizens. Some have a primary role and are always activated, while some support as needed and are called upon by their emergency managers.

2.3.1.1 City Council
• Responsible to proclaim and/or ratify a local emergency and end of the emergency • Establish executive level policies for management of an emergency • Ensure that the Emergency Services Director has clear policy direction • Make recommendations and provide advice to the Emergency Services Director during the disaster
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2.3.1.2 City Manager’s Office
• Serves as the dissemination point for all media releases within the affected area • Reviews and coordinates all related information releases • Ensures that the public within the affected area receives complete, accurate, timely, and consistent information about lifesaving procedures, health preservation instructions, emergency status, and relief programs and services
• Follows the Joint Information System (JIS) protocols, which include processes for activating and operating a Joint Information Center (JIC)

2.3.1.3 Administrative Services
• Provide emergency procurement support for lifesaving and emergency protective measures
• Oversee staff timekeeping
• Provide fiscal oversight and track expenses
• Develop a project code specific for the incident
• Assist the EOC with Information Technology (IT) resources • Protect, restore, and sustain City IT resources
• Oversee communications within the incident management and response structures • Coordinate with telecommunications service providers
• Oversees the installation, activation and maintenance of all radio, data and telephone communications services inside of the EOC and between the EOC and outside agencies • Makes assignments of radio, data, computer and telephone services.

2.3.1.4 Planning
• Supports and staffs the EOC Planning Section
• Responsible for planning, development, ensuring safe construction practices, community preservation and improvement, redevelopment, and housing and social service programs • Serves in the field level or EOC to collect, analyze and display situation information, assess, verify, and prioritize situation information into situation intelligence briefings and situation status reports
• Tracks the location and status of all resources acquired by the EOC • Prepares and maintains displays, charts, and lists that reflect current status and location of personnel, critical resources, transportation, and support equipment • Initiates the EOC action planning process and documents the City’s EOC Action Plan and After-Action Report (AAR)
• Plans for long term response and advanced planning
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• Produces maps and graphics as needed

2.3.1.5 Parks & Recreation
• Lead coordination of mass care and shelter operations • Assess status of critical Department facilities and potential shelter sites. Identify facilities suitable for emergency shelters, mass feeding operations and commodity Points of Distribution (C-PODs)
• Prepare and establish emergency shelters and other mass care facilities as needed • Assess shelter staff availability and assign teams
• Maintain an inventory of shelters, shelter supplies and equipment • Coordinate with ARC, Salvation Army and other non-profit or community-based organizations that are working in support of mass care and shelter operations • Evaluate the need to activate or secure vendor agreements in support of sheltering activities
• Coordinate with the County for delivery of social and health services to impacted residents at shelter sites
• Coordinate with the County OA for the care of unaccompanied minors

2.3.1.6 Public Works and Engineering
• Coordinates all Public Works operations
• Maintains public facilities, operating utilities and services, water and sewage, and restores those that are damaged or destroyed
• Assists other EOC sections with issues related to traffic and transportation • Receives and processes all field resource requests for Public Works resources • Acquires resources, supplies, transportation, materials, and equipment via the Logistics Section
• Develops a debris removal plan to facilitate City clean-up operations • Provides for the procurement and distribution of potable water supplies • Manage City facilities and coordinate use of non-City facilities in support of mass care and shelter operations
• Provide alternate or enhanced transportation services for displaced or evacuated residents

2.3.2. Contra Costa County
Upon the request of the City EOC, the Contra Costa County EOC will activate to provide support and coordination. County health and social services will be the primary forms of Mutual Aid; however, regional law enforcement and other support agencies may be requested to support a care and sheltering effort. All County Departments’ roles in a sheltering effort will be Item K.1
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coordinated through communication from the City EOC to the County EOC, unless otherwise directed.

2.3.2.1 Animal Services
• Provides support for animal sheltering during sheltering operations • Collects and cares for abandoned or stray animals resulting from evacuations

2.3.2.2 Coroner’s Office
• Responsible for activating the Emergency Mortuary Response Plan • Works with key agencies in establishing a death notification center, mass fatality collection points, and disseminating information according to protocols

2.3.2.3 Conservation and Development
• Responsible for building permitting and code enforcement • Supports reentry programs by inspecting structures for safety and code compliance

2.3.2.4 Contra Costa Health
• Directs and coordinates public health actions and services during disaster response conditions
• Manages disease control operations
• Activates mass dispensing operations and quarantine and isolation operations • Issues Health Officer Orders
• Activates seizure orders in support of health operations. • Provides for the medical and health needs of the County/OA population by organizing, mobilizing, coordinating, and directing public and private medical and health resources • Responsible for the countywide management and allocation of medical and health resources, both public and private
• Evaluates County facilities for re-occupancy after an emergency • Performs health hazard evaluations and provide recommendations to departments regarding disaster-related issues (including asbestos, lead, mold, etc.) • Performs drinking water testing
• Coordinates with evacuee arrival points and evacuation and emergency shelter managers to ensure sanitation standards are met (including initial facility safety evaluation, sanitation, and food preparation programs)

2.3.2.5 Supporting County Fire District (CCCFD)
Item K.1
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• Provide support to ensure fire safety in mass care and shelter facilities • Provide EMS support to large emergency shelters as available

2.3.2.6 Office of Emergency Services (OES)
• Activates and manages the OA EOC
• Provides staff for various EOC assignments.
• Performs local, State and Federal coordination, EOC management support, initial recovery, and status reports to the Board of Supervisors

2.3.2.7 Parks and Recreation Department
• Makes its parks and facilities available to relief and disaster agencies to provide care and shelter for disaster victims
• May provide staff to assist the City with care and shelter operations

2.3.2.8 Public Works Department
• Serves as the lead County department in conducting Damage Assessment and Construction and Engineering Recovery activities and has a lead role in responding to major emergencies
• Responsible for maintaining and repairing infrastructure, including the road network, flood control system, general aviation airports administered by the department, sewer and waterworks districts and building and safety functions

2.3.2.9 Contra Costa County Sheriff’s Office (CCCSO)
• Contracted by the City as the law enforcement agency for the city • Provides security at shelter locations
• Departments that support the CCCSO are the superior and municipal courts, district attorney’s office, public defender’s office, and the probation department

2.3.3. Non-Governmental Organizations (NGOs)

2.3.3.1 Volunteer Organizations and Private Sector
Community-based organizations, faith-based organizations, volunteer organizations, and private sector businesses in the City will coordinate with the EOC to provide volunteers, equipment, services, and other resources to assist communities in the event of a disaster.

2.3.3.2 American Red Cross (ARC)
Item K.1
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ARC provides shelter management and funding, tracing services to assist families who are separated in disaster, and emergency/disaster response services. Congress mandates the ARC to provide care, shelter, and disaster victim Inquiry assistance for victims of natural disasters. ARC will take the lead on sheltering in coordination with Parks and Recreation.

2.3.3.3 Salvation Army
The Salvation Army provides disaster relief in the form of food, shelter, rebuilding, and emotional care. It also assists in finding missing persons. There are three major Salvation Army Chapters in the OA.

2.3.3.4 Lamorinda Community Emergency Response Team (CERT) Lamorinda CERT is composed of volunteers trained to provide support to communities and local government during emergencies. They have capabilities to assist with traffic control during evacuations, staff shelters provide door to door information dissemination.

2.4. Direction, Control, and Coordination
The decision to activate a shelter will depend entirely upon the nature, scope, and severity of the emergency; the number of people affected and what actions are necessary to protect the public.

The determination to shelter will be made on a case-by-case basis upon the recommendation of an incident commander, City Manager, other public safety chief, or their designee. The City EOC may be activated to coordinate and conduct sheltering according to procedures outlined in the EOP. The Mass Care and Shelter Annex is automatically activated when an incident occurs requiring a sheltering effort within the city.

2.4.1. Command and Control
Basic command and control of shelter operations in the City will follow the provisions outlined in the City EOP. Any multi-jurisdictional sheltering effort will follow the provisions outlined in the County EOP and the California Master Mutual Aid Agreement and will be coordinated by the Contra Costa County EOC. All jurisdictions will operate according to NIMS and SEMS and respond utilizing the ICS.

Response to an emergency or disaster is managed at the lowest level possible. Therefore, the City will be primarily responsible for sheltering preparedness and response activities and has developed a Mass Care and Shelter Annex in coordination with the City EOP. SEMS, NIMS, and ICS dictate that response to any incident is initiated by local resources. If the incident escalates beyond the capability of the City or expands to affect multiple jurisdictions, Contra Costa County, State, and possibly Federal resources will be requested through the Mutual Aid System and under the National Response Framework (NRF).

Any large-scale response to an incident, including those resulting in sheltering of more than two (2) impacted communities, should be coordinated through the Incident Command, local fire and Item K.1
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law enforcement, the local EOC, and the OA EOC with support from the Cal OES Coastal Region.

2.5. Annex Development/Maintenance and
References/Relationships to Other Plans
The Assistant to the City Manager is responsible for overseeing the development and maintenance of this Mass Care and Shelter Annex. Maintenance updates to this Annex will be consistent with the overall City EOP maintenance and update policies. At a minimum, the Assistant to the City Manager will coordinate and conduct regular reviews of this Annex with all support agencies.

Additional reviews may be conducted if the results of an incident or regulatory change indicate a need. Recommendations for change will be submitted to the Assistant to the City Manager for approval, publication, and distribution. Exercise of the provisions of this Annex should occur periodically. The inclusion of County, State, and other partners is strongly encouraged in functional exercises. Each response and support agency will develop internal procedures for administrative support.

2.5.1. Authorities and References
The following authorities and references have informed the development of this Annex and guided the development of its contents. The same authorities and references provide directions for implementing the Annex's operational components.

Federal
• The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93- 288, as amended
• Homeland Security Presidential Directive-5
• National Incident Management System. Department of Homeland Security. December 2008
• National Response Framework. Department of Homeland Security. January 2008 • Pets Evacuation and Transportation Standards (PETS) Act of 2006. https://beta.congress.gov/109/bills/hr3858/BILLS-109hr3858enr.pdf • FEMA Disaster Assistance Policy 9523.19. Eligible Costs Related to Pet Evacuations and Sheltering, 2007 http://www.fema.gov/government/grant/pa/9523_19.shtm • Emergency Support Function (ESF #6, 8, 9, 11, and 14). January 2008 • Fair Housing Act, 42 U.S.C. §§ 3601 – 3619
• Rehabilitation Act of 1973, Section 504
• Rehabilitation Act of 1973, Section 504
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• United States Department of Justice, Americans with Disabilities Act 2010 Revised Requirements, Service Animals
State
• California Emergency Services Act, California Government Code § 8550-8668 • Health and Safety Code § 34070
• Standardized Emergency Management System (SEMS)
• California Government Code § 8593.3 (2016) – Accessibility to Emergency Information and Services
• State of California Emergency Plan
• California Master Mutual Aid Agreement
• SB 1451: Emergency Preparedness for the Disabled Community County
• Contra Costa County Emergency Operations Plan
City
• City Emergency Operations Plan, EOC Standard Operating Procedures • Moraga–Orinda Wildfire Action Plan An Appendix to the Contra Costa Countywide Community Wildfire Protection Plan (CWPP)

2.5.2. Relationship to Other Plans
The City EOP provides a comprehensive overview of the City's policy approach to protecting public safety and welfare during emergency situations. As part of the EOP, this Annex details mass care and shelter operations conducted during emergencies. Additionally, understanding and facilitating an ongoing relationship between the Safety Element of the General Plan and the City's LHMP are critical to ensure the safety of the City's residents, businesses, and visitors.

Item K.1
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3. Volunteer and Donations
Management

3.1. Introduction
The Volunteer and Donations Management Annex outlines strategies, procedures, recommendations, and organizational structures to be used to implement volunteer coordination and donations management operations in the City of Orinda (City).

The overarching goal of volunteer and donations management planning in the City is to maximize the preservation of life and community well-being by effectively mobilizing volunteers and managing donated resources during emergencies or disasters. The Volunteer and Donations Management Annex describes how emergency personnel and designated staff will respond to a disaster that requires the recruitment, assignment, and support of volunteers, as well as the collection, distribution, and tracking of donated goods and services. It explains the decision-making process, notification mechanisms, and operational execution required to activate and manage volunteer and donations operations on a large scale.

3.1.1. Purpose
The purpose of the Volunteer and Donations Management Annex to the City Emergency Operations Plan (EOP) is to provide a comprehensive framework for coordinating volunteer efforts and managing donated resources during emergencies or disasters. This Annex outlines organizational roles and responsibilities, establishes procedures for the recruitment, assignment, and support of volunteers, and details processes for the collection, distribution, and tracking of donated goods and services. It applies to all incidents, regardless of whether there is advance warning. The Annex describes the actions the City will take to mobilize volunteers and donations before, during, and after an emergency, focusing on strategies to ensure that volunteer activities and donated resources are utilized efficiently and equitably to support affected individuals and families. The specific coordination and deployment of volunteers and donated resources will be determined by the nature and severity of each incident.

3.1.2. Objectives
This Annex has been developed to meet the following objectives:
• Preserve life and community well-being by effectively mobilizing volunteers and managing donated resources during emergencies or disasters • Define the roles and responsibilities of the City, Contra Costa County, State, and Federal agencies in volunteer coordination and donations management operations Item K.1
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• Establish a concept of operations for volunteer and donations management, including the recruitment, assignment, support of volunteers, and the collection, distribution, and tracking of donated goods and services for affected individuals and families • Ensure volunteer and donations management operations are coordinated under the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and comply with applicable City, County, State, and Federal laws and guidelines

3.1.3. Scope
This Annex applies to City departments and staff with Emergency Management Organization (EMO) responsibilities and other departments that provide essential resources. It is also relevant to support organizations that may respond to or provide resources for volunteer and donation management. This Annex provides the following information:
• Criteria under which the City will activate a volunteer and donation management process • Agencies and organizations responsible for executing volunteer and donation management
• Roles and responsibilities of organizations in preparing for and conducting volunteer and donations management
• A concept of operations for carrying out volunteer and donations management Whole Community Approach
The City is committed to achieving and fostering a whole community emergency management system that is fully inclusive of equity priority populations and individuals with disabilities and access and functional needs.

3.1.4. Authorities and References
The following authorities and references have informed the development of this Annex and guided the development of its contents. The same authorities and references provide direction for implementing the Annex's operational components.

Federal
• The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93- 288, as amended.
• Homeland Security Presidential Directive-5
• National Incident Management System. Department of Homeland Security. December 2008
• National Response Framework. Department of Homeland Security. January 2008 • Emergency Support Function (ESF #6, 8, 9, 11, and 14). January 2008 Item K.1
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• United States Department of Justice, Americans with Disabilities Act 2010 Revised Requirements, Service Animals
State
• California Emergency Services Act, California Government Code § 8550-8668 • Health and Safety Code § 34070
• Standardized Emergency Management System (SEMS)
• California Government Code § 8593.3 (2016) – Accessibility to Emergency Information and Services
• State of California Emergency Plan
• California Master Mutual Aid Agreement
• SB 1451: Emergency Preparedness for the Disabled Community County
• Contra Costa County Emergency Operations Plan
City
• City Emergency Operations Plan, EOC Standard Operating Procedures

3.1.5. Relationship to Other Plans
The City EOP provides a comprehensive overview of the City's policy approach to protecting public safety and welfare during emergency situations. As part of the EOP, this Annex details volunteer and donations management operations conducted during emergencies. Additionally, understanding and facilitating an ongoing relationship between the Safety Element of the General Plan and the City's Local Hazard Mitigation Plan (LHMP) are critical to ensure the safety of the City's residents, businesses, and visitors.

3.1.6. Situation
The City is exposed to many potential hazards, all of which may disrupt the community, cause damage, and create casualties. The City has experienced incidents that have threatened the health, safety and lives of residents. These hazards include wildland fire, floods, earthquakes, hazardous material releases, or human-caused threats. For more information on threats and hazards, refer to the City of Orinda Annex to the Contra Costa County LHMP (2024).

3.2. Planning Assumptions
This Annex was developed and will be implemented based on the following assumptions:

Item K.1
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• Only departments that have a role in volunteer and donations management support are included in this document. The departmental roles listed are limited to those applicable to the functional support
• In any disaster, primary consideration is given to the preservation of life. Additionally, time and effort must be given to providing critical life-sustaining needs • In a catastrophic incident, damage control, and disaster relief will be required from the State and federal government, other local governments and private organizations • The City Emergency Operations Center (EOC) may or may not be activated in support of an event. EOC activation will be determined based on the scope and scale of the event • Electronic communications utilizing information technology systems will be compliant with Section 508 of the Rehabilitation Act
• All printed public education material produced to support this Annex for distribution to the general public shall be available in accessible formats • Vital infrastructure such as potable water supplies, electrical power, and natural gas and sewer services could be compromised. Re-establishment of these vital resources will be critical
• Transportation infrastructure could be damaged and in limited operation. Vital vehicle and rail corridors could be damaged and impassible. Re-establishment of transportation infrastructure will be critical
• When activated, the City of Orinda EOC will be the central point of contact for all operations. The EOC supports the field incident command (ICS) when the emergency is significant, by providing multi-agency coordination through information collection and evaluation, priority setting, and resource management
• Non-governmental organizations (NGOs), private non-profit organizations (PNPs), community-based organizations (CBOs), and faith-based organizations (FBOs) that normally respond to disaster situations will do so

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3.3. Concept of Operations
The following section describes how the City will organize for and conduct volunteer and donations management operations.

3.3.1. Overview
The Volunteer and Donations Management Annex will adhere to the foundational protocols outlined in the City EOP and the California Master Mutual Aid Agreement, which specify responsibilities for Volunteer and Donations efforts and outline how county and regional resources are to be requested and coordinated. The primary objectives of volunteer and donations operations are to:
• Allocate volunteers and donations where they are most needed to ensure critical tasks are staffed appropriately and donations reach their intended recipients, minimizing waste and redundancy
• Foster a sense of community involvement and ownership by engaging volunteers meaningfully, building lasting relationships that encourage sustained support and advocacy
• Adhere to legal, ethical, and safety standards through proper screening, training, and monitoring, reducing risks and protecting the City and its stakeholders • Collect data on volunteer hours, donation amounts, and program outcomes to measure impact, improve strategies, and report results to stakeholders The City Human Resources Department is the lead agency for Volunteer and Donations Management. In a Unified Command structure, the City EOC will assess the need to activate volunteer and donations operations. Once activated, The City EOC will designate donation locations and volunteer needs, and coordinate operations with Contra Costa County and other supporting agencies and jurisdictions.

3.3.2. Volunteer and Donations Considerations
When planning and conducting volunteer and donations management operations, consider the following factors:
• The nature and severity of the incident prompting the need for volunteers and donated goods or services
• The anticipated duration and scale of volunteer and donations activities • The most effective actions for allocating volunteers and distributing donations to safeguard and assist impacted community members, including determining whether volunteer engagement or alternative support is most appropriate Item K.1
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Key aspects that directly influence volunteer and donations management activities include:
• The number of volunteers required and available, as well as the quantity and type of donations necessary to support response efforts
• The time available to recruit, screen, train, and deploy volunteers, as well as to collect and distribute donations
• Obstacles or impediments that could affect volunteer access or donation delivery, such as transportation disruptions or safety concerns
• Weather and temperature conditions that may impact volunteer operations or the suitability of donations (e.g., perishables)
Additional important considerations include:
• The availability and capacity of locations for volunteer staging, donation collection, sorting, and distribution
• The availability of essential resources and infrastructure (e.g., food, water, equipment, communication tools) needed to sustain volunteer and donations operations • The safety, well-being, and support of volunteers, staff, and partner personnel, including those from law enforcement, fire, public health, and transportation sectors

3.3.3. Coordination of Volunteers
Requesting and managing volunteers begins with identifying the number and types of volunteers required for specific response activities. Once needs are established, recruitment efforts are initiated using available time and resources, such as outreach through community organizations, online platforms, and partner agencies. Prospective volunteers undergo a screening process to verify qualifications and ensure suitability for assigned roles. After screening, volunteers are provided with appropriate training tailored to their responsibilities, which may include safety protocols, operational procedures, and guidelines for interacting with affected populations.

Deployment of volunteers is coordinated based on operational needs, site capacity, and logistical considerations, such as transportation and weather conditions. Volunteers are assigned to staging locations where they receive further instructions and support materials. Throughout their service, the safety, well-being, and support of volunteers are prioritized, including access to essential resources like food, water, equipment, and communication tools. Regular check-ins and supervision are conducted to address any issues, while coordination with partner agencies ensures optimal utilization of volunteer skills and resources. Upon completion of their assignment, volunteers are formally checked out and their contributions documented for accountability and future reference.

3.3.3.1 Requesting and Deploying Volunteers
The process for requesting volunteers begins by identifying the specific number and types of volunteers needed for various response activities. Once these needs are established, recruitment Item K.1
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efforts are launched using available resources, such as outreach through community organizations, online platforms, and partner agencies. Prospective volunteers then go through a screening process to verify their qualifications and ensure they are suitable for the roles they will be assigned. After screening, volunteers receive training tailored to their responsibilities, which may include safety protocols, operational procedures, and guidelines for interacting with affected populations.

Volunteer deployment is coordinated based on operational needs, the capacity of staging sites, and logistical factors such as transportation and weather conditions. Volunteers are assigned to staging locations where they receive further instructions and support materials. Throughout their service, the safety, well-being, and support of volunteers are prioritized, including access to essential resources like food, water, equipment, and communication tools. Regular check-ins and supervision are conducted to address any issues, and coordination with partner agencies ensures that volunteer skills and resources are utilized effectively. Upon completion of their assignments, volunteers are formally checked out and their contributions are documented for accountability and future reference.

3.3.3.2 Volunteer Safety and Training
Volunteer safety training is an essential component of the overall volunteer coordination process.

Once volunteers have been screened and deemed suitable for their roles, they participate in training sessions specifically tailored to their assigned responsibilities. These sessions typically cover important topics such as safety protocols, emergency procedures, operational guidelines, and effective communication with affected populations. In addition, volunteers should receive instruction on the proper use of equipment and personal protective gear as required for their tasks.

Training is delivered through a combination of in-person briefings, instructional materials, and, when appropriate, online modules. Site-specific orientations are conducted at staging locations to address unique hazards or logistical considerations. Throughout the training process, emphasis is placed on ensuring volunteers understand how to protect their own well-being as well as that of others. Ongoing supervision and regular check-ins are maintained during deployment to reinforce safety practices and address any emerging concerns.

3.3.4. Coordination of Donated Goods
Management of donations will be facilitated through the City EOC. When requests are made to the EOC for in-kind donations, the EOC will review the request to locate private sector resources to address the need. In the event the EOC is unable to locate a private resource donor, the EOC will review the request to arrange a donation drive. The Department of Parks and Recreation and The Salvation Army (Salvation Army) Liaison will determine a location, date, time and staffing configuration for donation drop-off site and handling.

3.3.4.1 Public Donations
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During times of disaster, the public will attempt and/or inquire about donating goods or other items (non-cash “in-kind” donations) to help survivors of the disaster. The EOC allows the general public to identify opportunities to donate items that meet the specific needs of various City departments and credible aid organizations. The EOC will work with The Salvation Army to management the intake and process of public donations.

The public will be encouraged to donate non-cash in-kind items to pre- established Salvation Army drop-off locations. However, public donations may be collected throughout the City. If necessary, the EOC is responsible for providing site locations for donation collection.

The Salvation Army and the City may agree that the Salvation Army will take non-commercial in-kind donations into their system and issue vouchers redeemable at Salvation Army stores to individuals affected by the disaster. Transportation and labor support will also be provided by the Salvation Army for moving,

3.3.4.2 Coordination of Monetary Donations
Monetary donations offered to the City for an emergency are processed through City Council.

The Council is responsible for the acceptance and deposit of such donations. The City will adhere to the management of such funds according to regulations established in the City Administrative Code.

Listed below are nonprofit partner organizations through which the general public can make cash donations:
• American Red Cross (Red Cross)
The Public Information Officer (PIO) will notify the media that those who are interested in contributing financially to the disaster response and recovery effort can visit the websites of the organizations listed above.

3.3.4.3 Documentation and Time Keeping
During an emergency situation or incident, it is important to keep specific records of staff assignments and costs related to the response to and recovery from the emergency/incident. Each department has their own internal processes for ensuring proper documentation of actions; incident specific cost tracking, personnel time keeping, and record retention of these documents.

In accordance with standard cost accountability practices for unique events and man-made and/or natural disasters, all City Departments are required to document their financial costs of labor, materials, and equipment used for the event.

3.4. Roles and Responsibilities
All agencies/organizations assigned to the City EOC are responsible for designating and training representatives and ensuring that appropriate agency-specific standard operating procedures are developed and maintained. Agencies must also identify staff and maintain notification procedures to ensure appropriately trained agency personnel are available for extended Item K.1
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assignment to the City EOC, agency Department Operations Center (DOC), or field command posts, as needed.

3.4.1. Local Government Entities
The following local government entities have a role in preparedness and implementation during an incident requiring volunteer and donations management. Some have a primary role and are always activated, while some support as needed and are called upon by their emergency managers.

3.4.1.1 City Council
• Responsible to proclaim and/or ratify a local emergency and end of the emergency • Establish executive level policies for management of an emergency • Ensure that the Emergency Services Director has clear policy direction • Make recommendations and provide advice to the Emergency Services Director during the disaster

3.4.1.2 Administrative Services
• Provide emergency procurement support for lifesaving and emergency protective measures
• Oversee staff timekeeping
• Provide fiscal oversight and track expenses
• Develop a project code specific for the incident
• Assist the EOC with Information Technology resources
• Protect, restore, and sustain City information technology resources • Oversee communications within the incident management and response structures • Coordinate with telecommunications service providers
Public Information Officer
• Serves as the dissemination point for all media releases within the affected area • Reviews and coordinates all related information releases • Ensures that the public within the affected area receives complete, accurate, timely, and consistent information about lifesaving procedures, health preservation instructions, emergency status, and relief programs and services
• Follows the Joint Information System (JIS) protocols, which include processes for activating and operating a Joint Information Center (JIC) Item K.1
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•

3.4.1.3 Planning
• Supports and staffs the EOC Planning Section
• Serves in the field level or EOC to collect, analyze and display situation information, assess, verify, and prioritize situation information into situation intelligence briefings and situation status reports
• Tracks the location and status of all resources acquired by the EOC • Prepares and maintains displays, charts, and lists that reflect current status and location of personnel, critical resources, transportation, and support equipment

3.4.1.4 Parks & Recreation
• Lead coordination of donations management operations
• Provides location for collection of public donations, if necessary • Coordinate with the American Red Cross, Salvation Army and other non-profit or community-based organizations that are working in support of volunteer and donations operations

3.4.1.5 Public Works Department
• Manage City facilities and coordinate use of non-City facilities in support of donations operations
• Provide alternate or enhanced transportation services for donated goods and volunteers

3.4.1.6 Police
• Provide support for access, traffic, and crowd control at donation sites

3.4.1.7 Human Resources
• Lead the coordination of volunteer and donations management efforts • Establish a system to screen all volunteers
• Ensure volunteers are working in a safe and secure environment

3.4.2. Contra Costa County
Upon the request of the City EOC, the Contra Costa County EOC will activate to provide support and coordination within the Operational Area (OA). County Parks and Recreation will be the primary forms of Mutual Aid; however, regional law enforcement and other support agencies Item K.1
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may be required to support volunteer and donations management efforts. All other County Departments’ roles in a volunteer and donations management effort will be coordinated through the County EOC.

When the County EOC activates in accordance with SEMS, the Coastal Regional EOC (REOC), followed by the State Operations Center (SOC), activate in support.

3.4.2.1 Contra Costa Health Department
• May provide credentialed and verified public health volunteers

3.4.2.2 Office of Emergency Services (OES)
• Activates and manages the OA EOC
• Provides staff for various EOC assignments.
• Performs local, State and Federal coordination, EOC management support, initial recovery, and status reports to the Board of Supervisors

3.4.2.3 Parks and Recreation Department
• Provide staff to assist volunteer and donations management efforts in the City • Makes its parks and facilities available to accept donations, if needed

3.4.2.4 Contra Costa County Sheriff’s Department (CCCSD) • Contracted by the City as the law enforcement agency for the city • Provides security at donations sites
• During an emergency when the OA EOC is activated, the County Sheriff is designated as the Director of Emergency Operations in the OA

3.4.3. Non-governmental Organizations
The following non-governmental organizations may play a significant role during volunteer and donations operations.

3.4.3.1 Volunteer Organizations and Private Sector
Community-based organizations, faith-based organizations, volunteer organizations, and private sector businesses in the City will coordinate with the EOC to provide volunteers, equipment, services, and other resources to assist communities in the event of a disaster.

3.4.3.2 Salvation Army
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Through its various local organizations and with the assistance of divisional headquarters, the Salvation Army may provide the following services:
• Advises the City on best practices for coordinating in-kind, unsolicited, and solicited donations, following a major disaster. This includes identifying items to be solicited, advertising the need through the use of traditional and social media, and collecting, distributing, warehousing, and reporting of donations
• Accepts in-kind donations on behalf of the City
• Serves the needs of disaster survivors at Local Assistance Center(s) by using its existing inventory as well as solicited in-kind donations
• Provides disaster emergency assistance vouchers useable at Salvation Army stores • The public will be encouraged to donate non-cash in-kind items to pre- established Salvation Army drop-off locations
• Transportation and labor support may also be provided by the Salvation Army for moving, quantifying, and managing incoming unsolicited non-cash, in-kind donations

3.4.3.3 Lamorinda Community Emergency Response Team CERT Lamorinda CERT is composed of volunteers trained to provide support to communities and local government during emergencies. They have capabilities to assist as volunteers and to assist the City with volunteer and donations management operations.

3.5. Direction, Control, and Coordination
The decision to activate the Volunteer and Donations Management Annex will depend entirely upon the nature, scope, and severity of the emergency; the number of people affected; and what actions are necessary to assist the public. The determination to activate this Annex will be made on a case-by-case basis upon the recommendation of an incident commander, City Manager, other public safety chief, or their designee. The City EOC may be activated to coordinate and conduct volunteer and donations management in according with procedures outlined in the EOP.

3.5.1. Command and Control
Basic command and control of volunteer and donations operations in the City will follow the provisions outlined in the City EOP. All jurisdictions will operate according to NIMS and SEMS and respond utilizing the ICS.

Response to an emergency or disaster is managed at the lowest level possible. Therefore, the City will be primarily responsible for volunteer and donations preparedness and response activities and has developed this Annex in coordination with the City EOP. SEMS, NIMS, and ICS dictate that response to any incident is initiated by local resources. If the incident escalates beyond the capability of the City or expands to affect multiple jurisdictions, Contra Costa County, State, and possibly Federal resources will be requested through the Mutual Aid System and under the National Response Framework (NRF).

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3.6. Annex Development and Maintenance
The Assistant to the City Manager is responsible for overseeing the development and maintenance of this Volunteer and Donations Management Annex. Maintenance updates to this Annex will be consistent with the overall City EOP maintenance and update policies. At a minimum, the Assistant to the City Manager will coordinate and conduct an annual review of this Annex with all support agencies.

Additional reviews may be conducted if the results of an incident or regulatory change indicate a need. Recommendations for change will be submitted to City Council for approval, publication, and distribution. Exercise of the provisions of this Annex should occur periodically. The inclusion of County, State, and other partners is strongly encouraged in functional exercises.

Each response and support agency will develop internal procedures for administrative support.

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Appendix G: Recovery Operations Framework
This Framework defines how the whole community, including emergency managers, community development professionals, recovery practitioners, City departments, private sector, NGO leaders, and the public will collaborate and coordinate to more effectively utilize existing resources to promote resilience and support the recovery of those affected by an incident. The framework advances the concept that recovery extends beyond simply repairing damaged structures. It also includes the continuation or restoration of services critical to supporting the physical, emotional, and financial well-being of impacted community members.

Recovery includes the restoration and strengthening of key systems and resource assets that are critical to the economic stability, vitality, and long-term sustainability of the communities themselves. These include health (including behavioral health) and human services capabilities and networks, public and private disability support and service systems, educational systems, community social networks, natural and cultural resources, affordable and accessible housing, infrastructure systems, and local economic drivers. Together, these elements of recovery contribute to rebuilding resilient communities equipped with the physical, social, cultural, economic, and natural infrastructure required to meet future needs.

The recovery process is best described as a sequence of interdependent and often concurrent activities that progressively advance a community toward its planned recovery outcomes.

Decisions made and priorities set by a community pre-disaster and early in the response process have a cascading effect on the nature, speed, and inclusiveness of recovery. Figure G-1 depicts the interconnectedness of recovery activities from pre-incident through the long term.

Figure G-1: Recovery Continuum
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SEMS Disaster Recovery Organization
The National Disaster Recovery Framework (NDRF) strongly recommends that local government leaders appoint a Local Disaster Recovery Manager (LDRM) to serve as the central manager for recovery coordination activities for the jurisdiction. The role of the LDRM is to organize, coordinate, and advance the recovery at the City level. The LDRM will serve as the jurisdiction’s primary point of contact with the state agencies.

To support the LDRM, the City uses an ICS structure that complements and augments the EOC.

Figure G-2 depicts the City’s disaster recovery organization called a Recovery Operations Center (ROC).

Figure G-2: City Recovery Organization
All City Departments will support ROC with staff and resources. They will also coordinate providing additional contract staff and services as required.

Damage Assessments and Incident Impacts
After a disaster, the City will seek to rebuild and revitalize all sectors of the community, including local critical infrastructure and essential services. City Departments also must focus on business retention and the redevelopment of housing units that are damaged or destroyed. The process of repairing and rebuilding presents an opportunity for the local government to promote and integrate mitigation measures into recovery rebuilding strategies and plans.

Federal Emergency
Management Agency
California Office of
Emergency Services
Disaster Recovery Manager
City Manager/ Assistant to the City Manager
Operations Section
Public Works
Planning Section
Planning Dept.

Logistics Section
Parks and Rec.

Finance Section
Admin Services
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The City EOC will compile damage assessments that are provided by City in responding to the disaster. Additional information must be collected from privately owned critical infrastructure providers and commercial entities located in the City. Detailed damage assessments of City facilities must be completed by Public Works.

Additional damage assessments must be collected from other organizations including:
• Caltrans
• Cellular service providers such as AT&T, Verizon, and others • Pacific Gas and Electric
• Orinda Unified School District
• Orinda Chamber of Commerce
• Doctors’ offices and medical clinics
• Nursing facilities and Independent Living Centers
• Churches and other NGOs
Damage Assessments should include the following information at a minimum:
• Location — such as street address or description of location - (example: 1200 feet of 12” watermain located under Orinda Way between Camino Sobrante and Camino Pablo)
• Potential hazards
• Detailed description of facility (number of buildings, dimensions, size, use, contents, or occupancy)
• Detailed description of damage by construction systems (foundations, walls, roofing, HVAC, electrical, plumbing, IT, fixtures, pavement, and parking) • Estimated cost associated with damage
• Insurance coverage and limits
Not all the information may be available initially and acquiring it may require professional engineering services. Cal OES operates the Statewide Safety Assessment Program (SAP) for post-earthquake damage assessments. The SAP provides certified engineers and scientist to support jurisdictions after a disaster.

More information is available at
http://www.caloes.ca.gov/RecoverySite/Documents/SAP%20Guidelines.pdf The ROC Planning Section is responsible for compiling damage assessments and providing information and displays to the Local Disaster Recovery Manager (LDRM) to support resource requests and prioritization. Damage assessment information should also be provided to Cal OES and FEMA to support their preliminary damage assessments (PDA) for Stafford Act assistance programs such as Individual and Public Assistance.

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Recovery Reporting and Documentation
Keeping accurate, complete records of recovery efforts is essential for reimbursement and promotes efficient use of limited resources and funds. The ROC Finance Section is responsible for maintaining documentation for the post disaster recovery process. Documentation is required for the following disaster related activities:
• Staff overtime
• Emergency protective measures
• Mutual aid support from other jurisdictions
• Contracted emergency services and equipment
• Disaster debris removal
• Inspections, repairs, and reconstruction of City facilities Documentation goes beyond a description of the extent and nature of the damage to facilities. It should also include detailed assessments of the overall community impacts. Key indicators are:
• Percent of housing stock affected
• Percent of community without essential services including fuel, groceries, and prescription medication access
• Status of public and private schools
• Businesses that have shut down or reduced operations
• Available funds for recovery financing
• Number of people in long term shelters
• Percent of population displaced
• Impacts on neighboring jurisdictions and the region
Monitoring these indicators provides City leaders with information essential to guide recovery planning efforts, request resources, and determine priorities.

Disaster Assistance Programs
There are numerous disaster assistance programs. They are administrated by federal, state and local government, NGOs, and private organizations.

Federal programs include:
• Stafford Act Programs – These are discussed in detail in the following section Item K.1
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• Disaster Housing Assistance Program – This is a federal program administered by FEMA that provides temporary housing to disaster victims during presidentially declared disasters
• Disaster Mortgage and Rental Assistance Program – This program provides grants for home related mortgage or rent payments to disaster victims, who, as a result of a disaster, have lost their job or business and face foreclosure or eviction from their homes. It is a federal program available under a presidentially declared disaster • Housing and Urban Development (HUD) Program – This program is offered to families that meet certain income guidelines and may provide a percentage of the rental cost for a limited period to disaster victims. It is also available under a presidentially declared disaster
• Small Business Administration (SBA) – This program is automatically implemented following a presidential disaster declaration for Individual Assistance or may be implemented at the request of the governor. It provides low interest loans to businesses and individuals who have suffered disaster losses
• Individual and Family Grant Program (IFGP) – This is authorized only by a federal disaster declaration. It provides grants to disaster victims who are not eligible for SBA loans
• Cora Brown Fund - This is authorized only by a federal disaster declaration. The fund provides disaster victims with assistance provided they are not eligible for any other disaster assistance award from the government or other organizations • U.S. Department of Health and Human Services (HHS) – HHS provides programs such as community health services including the Emergency Prescription Assistance Program and the Strategic National Stockpile of medicines These are only a few federal programs that can be activated under a presidentially declared disaster. Disaster assistance may also be altered by legislation passed at the time of the event.

Other types of assistance may also be made available depending on the disaster.

State programs include:
• Unemployment and job services – The California Employment Development Department (EDD) provides a variety of services to individuals and businesses impacted by disasters in California. These range from assistance for those who may have lost a job due to the disaster to employers who are forced to shut down operations • State Public Assistance Program – The California Public Assistance Program provides funding to cities, counties, special districts, school districts, community colleges, and certain private nonprofit organizations in the event of a state disaster • Local Assistance Center (LAC) activation and staffing – The LAC is normally staffed and supported by local, state and federal agencies, as well as non-profit and voluntary organizations. The LAC provides a single facility at which individuals, families, and businesses can access available disaster assistance programs and services Volunteer programs include:

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• American Red Cross exists to provide compassionate care to those in need. The network of donors, volunteers and employees share a mission of preventing and relieving suffering through disaster relief efforts
• The Volunteer Center of the East Bay enhances Contra Costa County by expanding volunteerism to meet the needs of local nonprofit organizations and public agencies • Volunteer Organizations Active in Disaster (VOAD) improve outcomes for people affected by disasters by facilitating cooperation, communication, coordination, and collaboration among nonprofit organizations, community-based groups, government agencies, and for-profit companies
• Community Emergency Response Teams (CERT) program educates people about disaster preparedness for hazards that may impact their area and trains them in basic disaster response skills, such as fire safety, light search and rescue, team organization, and disaster medical operations. CERT members can assist others in their neighborhood or workplace following an event when professional responders are not immediately available to help. CERT members also are encouraged to support emergency response agencies by taking a more active role in emergency preparedness projects in their community
• The Salvation Army and St. Vincent de Paul are ministries with a mission to meet human needs without discrimination
The Volunteer and Donations Management Unit is part of Logistics Section of the City’s EOC staff. It supports and coordinates the efforts of trained volunteer groups and NGOs that provide critical services in a disaster.

Stafford Act Programs
Stafford Act programs include individual and public assistance. These programs are available after a presidential disaster declaration. They are administered through joint State/federal organization located in a Joint Field Office (JFO). The JFO is organized along ICS principles and follows NIMS/SEMS processes for both response and recovery operations. Eligible applicants for Stafford Act assistance include the following:
• Individuals
• State agencies
• Counties
• Cities
• Special districts
• Schools K-12
• Colleges and institutions of higher education
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• Private non-profit organizations1F
2 Individual Assistance
The Individuals and Households Program (IHP) provides financial help or direct services to those who have necessary expenses and serious needs if they are unable to meet these needs through other means.

Housing Assistance
• Temporary Housing – Money to rent a different place to live or a temporary housing unit (when rental properties are not available)
• Repair – Money for homeowners to repair damage from the disaster that is not covered by insurance. The goal is to repair the home to a safe and sanitary living or functioning condition. FEMA may provide some funds for home repair; then the homeowner may apply for an SBA disaster loan for additional repair assistance. FEMA will not pay to return a home to its condition before the disaster. Flood insurance may be required if the home is in a Special Flood Hazard Area
• Replacement – Money to replace a disaster-damaged home, under rare conditions, if this can be done with limited funds
Other Needs Assistance
The Other Needs Assistance provision of the Individuals and Households Program provides grants for uninsured, disaster-related necessary expenses and serious needs. Assistance may include:
• Medical and dental expenses
• Funeral and burial costs
• Repair, cleaning, or replacement of:
- Clothing
- Household items (room furnishings, appliances)
- Specialized tools or protective clothing and equipment required for your job - Necessary educational materials (computers, schoolbooks, supplies) - Clean-up items (wet/dry vacuum, air purifier, and dehumidifier) • Fuel (generator diesel, chain saw gas, firewood, etc.) • Repairing or replacing vehicles damaged by the disaster, or providing for public transportation or other transportation costs
• Moving and storage expenses related to the disaster (including evacuation, storage, or the return of property to a home)
2 Note: Organization must be registered as a §501(c)3 with the Internal Revenue Service (IRS) to be eligible.

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• Other necessary expenses or serious needs (e.g., towing, setup, or connecting essential utilities for a housing unit not provided by FEMA)
Public Assistance
The Public Assistance (PA) grant program provides federal assistance to government organizations and certain Private Non-Profit (PNP) organizations following a presidential disaster declaration. PA provides grants to state, tribal, territorial, local governments, and certain types of PNP organizations so that communities can quickly respond to and recover from major disasters or emergencies.

The PA program provides supplemental federal disaster grant assistance for debris removal, lifesaving emergency protective measures, and the repair, replacement, or restoration of disasterdamaged publicly owned facilities, and the facilities of certain PNP organizations. The PA program also encourages protection of these damaged facilities from future events by providing assistance for hazard mitigation measures during the recovery process.

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Public Assistance categories are:
• Category A: Debris Clearance – Clearance of debris, wreckage, demolition, and removal of buildings damaged beyond repair
• Category B: Emergency Protective Measures – Measures to eliminate or lessen immediate threats to life, public health, and safety
• Category C: Roads and Bridges – All non-emergency work and any that may require more time for decision-making, preparation of detailed design, construction plans, cost estimates, and schedules
• Category D: Water Control Facilities – Includes flood control, drainage, levees, dams, dikes, irrigation works, and bulkheads
• Category E: Public Buildings and Equipment – Buildings, vehicles or other equipment, transportation systems, fire stations, supplies or inventory, higher education facilities, libraries, and schools
• Category F: Utilities – Water supply systems, sanitary sewerage treatment plants, storm drainage, and light/power
• Category G: Other – Park facilities, public and private non-profit facilities, recreational facilities, and playground equipment
PA programs provide at least 75% of costs associated with presidentially declared disasters if program projects meet stringent requirements for documentation, regulatory compliance, and administration. Detailed guidance is provided at: https://www.fema.gov/public-assistance-localstate-tribal-and-non-profit Hazard Mitigation Grant Programs
The Hazard Mitigation Grant Program (HMGP) provides grants to implement long-term hazard mitigation measures after declaration of a major disaster. The purpose of the HMGP is to reduce the loss of life and property due to natural disasters and to enable mitigation measures to be implemented during the immediate recovery from a disaster. To qualify for HMGP funding, projects must provide a long-term solution to a problem, and the project’s potential savings must exceed the cost of implementing the project.

HMGP Funds may be used to protect either public or private property or to purchase property that has been subjected to, or is in danger of, repetitive damage. The amount of funding available for the HMGP under a particular disaster declaration is limited. Under the program, the federal government may provide a state or tribe with up to 20% of the total disaster grants awarded by FEMA under Stafford Act programs and may provide up to 751 of the cost of any projects approved under the program. In California, these funds are administered by the Cal OES Hazard Mitigation Grant Program Unit.

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Appendix H: Continuity of Government
A major disaster or national security emergency could result in the death or injury of key government officials, or the partial or complete destruction of established seats of government and public and private records essential to continued operations of government. Government at all levels is responsible for providing continuity of effective leadership, authority, and adequate direction of emergency and recovery operations. The California Government Code Section 8643(b) and the Constitution of California provide the authority for state and local government to reconstitute itself in the event incumbents are unable to serve.

A Continuity of Operations Plan (COOP) outlines the steps a municipality will take to continue their essential functions and maintain government operations within their jurisdiction. The City has not yet developed a detailed, separate COOP.

Lines of Succession
The initial step in assuring continuity of government is to designate personnel who are authorized and prepared to carry out emergency actions for government in the event of a natural, technological, or national security disaster.

The City Manager also serves as the initial EOC Director. The successors to the position of EOC Director are appointed by the City Manager or Acting City Manager. Should the City Manager be unavailable or unable to serve, the positions listed below, in order, shall act as the City’s EOC Director. The individual who serves as acting director shall have the authority and powers of the EOC Director and will serve until the City Manager is again able to serve, or until a successor has been appointed by the City Council.

First Alternate: Administrative Services Director
Second Alternate: Police Chief
Third Alternate: Assistant to the City Manager
Notification of any successor changes shall be made through the established chain of command.

Article 15, Section 8637 of the Emergency Services Act authorizes political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety.

Article 15, Section 8638 of the Emergency Services Act also establishes a method for the governing body to provide for the continuance of the legislative and executive departments of the political subdivision during a State of War Emergency or a State of Emergency or a local emergency. The governing body shall have the power to appoint the following standby officers as follows:
• Three (3) for each member of the governing body
• Three (3) for the chief executive, if they are not a member of the governing body - In case a standby officer becomes vacant because of removal, death, resignation, or other cause, the governing body shall have the power to appoint another person to fill said office
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Article 15, Section 8644 of the Emergency Services Act Section 8644 allows for reconstitution of the governing body if all members of the governing body, including all standby members, are unavailable. Temporary officers may be appointed to serve until a regular member, or a standby member becomes available or until an election or appointment of a new regular or standby member. Temporary officers shall be appointed as follows:
• By the chairman of the Board of Supervisors of the county in which the political subdivision is located, and if they are unavailable,
• By the chairman of the Board of Supervisors of any other county within 150 miles of the political subdivision, beginning with the nearest and most populated county and going to the farthest and least populated, and if they are unavailable, • By the mayor of any city within 150 miles of the political subdivision, beginning with the nearest and most populated city, and going to the farthest and least populated Article 15, Section 8642 of the Emergency Services Act authorizes local governing bodies to convene as soon as possible whenever a State of War Emergency, State of Emergency, or local emergency exists, and at a place not necessarily within the political subdivision. Article 15, Section 8643 of the Emergency Services Act describes the duties of a governing body during emergencies as follows:
• Ascertain the damage to the political subdivision, and its population and property. For this purpose, it shall have the power to issue subpoenas to compel the attendance of witnesses and the production of records
• Proceed to reconstitute itself by filling vacancies until there are sufficient officers to form the largest quorum required by the law applicable to that political subdivision. If only one (1) member of the governing body or only one (1) standby officer is available, that single individual shall have power to reconstitute the governing body • Proceed to reconstitute the political subdivision by appointment of qualified persons to fill vacancies
• Proceed to perform its functions in the preservation of law and order, and in the furnishing of local services
Departmental Lines of Succession
The City Manager, or a designee, will ensure staffing is assigned to leadership positions. The successor positions for departmental continuity will be assigned at the time of an incident determined by the type of incident, affected City facilities and staff, and eligible staff to fill the positions. Table H-1 shows the departments and supporting agencies primary and supporting roles during response to a major emergency or disaster.

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Table H-1: Primary and Support for Emergency Functions
Functional Responsibilities of Departments/Assisting Agencies = Primary Responsibility = Support Role

ORINDA EMERGENCY FUNCTIONS

DEPARTMENTS
AND

AGENCIES
ManagementEmergency ServicesSafety / SecurityLegalPublic InformationLiaisonLaw / CoronerFire / RescueEmergency MedicalMaintenance / UtilitiesPublic HealthHazardous MaterialsAnimal Care / ControlMass CareSituation AnalysisDamage AssessmentRecoveryResource StatusDocumentationPersonnel / VolunteersCommunications / DataSupplyFacilitiesTransportationFinance City Council
City Manager / EOC Director
City Attorney
City Clerk
Planning Department
Admin. Services Dept.

Human Resources
Police
Public Works
Parks and Recreation

PARTNER AGENCIES
Moraga-Orinda Fire District
County Office of Emergency
Management
County Department of Public
Health
County Sheriff’s Department
County Animal Services
Orinda Unified School Dist.

Pacific Gas & Electric
American Red Cross
Vital Records Retention
The preservation of vital records is critical to the City’s recovery from a catastrophic event. In addition to the information retrieval requirements of response, each response function has a record-keeping component. Although the principal focus of vital records preservation is to Item K.1
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support recovery through reimbursement of disaster-related costs, vital records also have a broader and arguably more important function. Vital records become vital because they help to describe a reasonably complete compilation of damage, death, physical or mental trauma, and allocation of public and private resources, making it possible to learn from the disaster experience. In the City, the City Clerk is responsible for the preservation of vital records. The City Clerk’s Office stores hardcopy minutes, resolutions, deeds, and contracts in the vault located in the City Clerk’s Office at City Hall.

Offsite Records Storage
The City of Orinda has hard-copies of records stored off-site at a facility called Access. Located at 5785 Las Positas, Livermore, CA 94551. Access Corp provides professional records management solutions.

Additionally, the City recently purchased a program called Laserfiche to scan all hard-copy records into that system. No date is set for the completion of that project.

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Appendix I: After-Action Report

CITY OF ORINDA AFTER-ACTION REPORT
Emergency Name: _________________ Date of Emergency:
_______________________________ Date: _____________________ Page _____ of _____
Summary of the Emergency:

Response Actions Taken:

EOC Positions Staffed:

Key Response Actions Taken:

Key Recovery Activities:

What Went Right:

What Went Wrong:

Improvements and/or
Recommendations:

Prepared by: Reviewed and Approved by:

Appendix J: Hazard Specific Annexes
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This section identifies key hazards that are of particular interest to the City because of their potential to cause damage and threaten public safety. Hazard specific annexes focusing on the unique characteristics, risks, and operational needs of a specific hazard such as wildfires, floods, power outages, or earthquakes.

1. Active Shooter/Hostile Event Annex
Purpose
This annex to the City of Orinda’s Emergency Operations Plan (EOP) is intended to ensure an effective and coordinated response to a threatened or actual active shooter incident. This annex provides directions for City departments, community groups, and allied stakeholders, ensuring interagency coordination in accordance with the City of Orinda EOP, California Emergency Services Act, Standardized Emergency Management System (SEMS), and National Incident Management System (NIMS).

Scope
This annex has been developed in accordance with the City of Orinda’s EOP. In keeping with the EOP’s “all hazards” approach for local emergency management, the response policies, and protocols for active shooter incident will align with those established in the EOP.

This annex is primarily focused on response operations. Elements related to preparedness and long-term recovery are addressed in the City of Orinda’s EOP.

This annex does not address prevention and security measures undertaken by the City to reduce the threat or impact of active shooter incidents.

Assumptions
This annex is based on an active shooter incident that causes significant actual or potential loss of life. General impacts may include:
• The City Emergency Operations Center (EOC) may or may not be activated in support of an event. EOC activation will be determined based on the scope and scale of the event. • An active shooter incident, particularly an act directed against a large population center within the City.
• Injuries from an active shooter incident will be obviously physical but likely psychological as well — and not just among those directly involved. • Additional law enforcement resources may be requested from the Sheriff’s Office to mitigate the threat, maintain public order, secure the crime scene, conduct investigations, and secure critical operations.

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- This will be utilized before requesting mutual aid from surrounding agencies outside of the Contra Costa Sheriff’s Office.
• In most cases, significant state and federal incident response support cannot be provided within the first few hours of an incident. Considerable state and federal response resources are available, but it may take 6 to 12 hours to activate and deploy such resources on a large scale.
• The demand for emergency public information will be immediate and sustained. Social and traditional media coverage will be extensive. The City of Orinda Public Information Officer will coordinate messaging from the City with the County’s PIO or Joint Information Center (JIC).
• Electronic communications utilizing information technology systems will be accessible to people with disabilities in compliance with Section 508 of the Rehabilitation Act.2F 3 • All printed public education material produced to support this Annex for distribution to the public shall be available in accessible formats.

Activation Triggers
The EOC may be activated if:
• Confirmation of an active shooter event within or near the City of Orinda • Notification from law enforcement or security personnel regarding an ongoing threat • Multiple reports of gunfire, casualties, or visible weapons from staff, visitors, or emergency services
• Immediate threat to life and safety requiring coordinated emergency response • Lockdown, or shelter-in-place orders issued for a property within the City • Significant disruption to normal operations or critical infrastructure. • Requests for support or coordination from external agencies (police, fire, EMS) • Activation of internal emergency notification systems or alarms Concepts of Operations
The City of Orinda’s EOC may be activated to provide support to field personnel, coordinate the efforts of other City departments, and collaborate with the Contra Costa County Operational Area and other stakeholders utilizing NIMS/SEMS.

In addition to the tasks and objectives outlined in the EOP, the following specific operational objectives should be incorporated into initial response operations and planning:
 Identify and stop active shooter threat.
3 Regulations and resources can be found online at https://www.section508.gov/ Item K.1
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 Establish security and operational perimeters.
 Identify at-risk areas, activate shelter-in-place or evacuation advisory/orders, if warranted.
 Coordinate with responding agencies and assist immediate life-saving emergency medical, rescue, hazardous materials, warning, and evacuation operations.  Coordinate with Fire and EMS resources to support response activities.  Establish contact with the Operational Area and stakeholder agencies.  Activate the Emergency Operations Center and Department Operations Centers (as needed) and establish an EOC Liaison at the Incident Command Post (ICP).  Establish a family reunification location as close to the incident site as deemed safe.  Implement recall of City staff as needed.
 Begin public information messaging regarding recommended personal protective actions, evacuation centers, and community assistance needed, and assess the need to activate the Joint Information Center (JIC).
 Conduct mass care and shelter operations as needed, focusing on family reunification for school shooting or a place where children are at risk.
 Coordinate the receipt and deployment of incoming resources to prioritized missions.

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Roles and Responsibilities
The following lists the primary and supporting roles and responsibilities for each City of Orinda department and stakeholder organization relative to an active shooter incident.

Primary:

Police
Orinda Police is managed through a contract with the Contra Costa Sheriff’s Office. The Chief of Police has dual reporting responsibilities to the Sheriff and the City Manager. The Police Department will be responsible to:
• Implement Active Shooter Response Protocol
• Conduct law enforcement interdiction and perimeter security operations • Establish field Unified Command in coordination with other agencies, including the fire district
• Coordinate victim rescue with the fire district
• Establish an exclusion zone
• Notify allied local, state, and federal law enforcement agencies as needed • Establish law enforcement staging area
• Establish a family reunification location as close to the incident site as deemed safe • Coordinate investigation, public warning, and evacuation operations • Coordinate operations with other local, state, and federal law enforcement agencies • Coordinate traffic control and road closures
• Coordinate fatality management with the Contra Costa County Sheriff’s Office Coroner Unit
• In coordination with the City, conduct initial public information functions, arrange an initial media briefing location, and participate in Joint Information System or JIC when established
Fire
Fire services are provided through a separate governmental agency – Moraga-Orinda Fire District (MOFD or District). The District will be responsible to:
• Establish a field-level Unified Command in coordination with the Police Department • Conduct EMS, search and rescue, and firefighting operations • Assist in victim-rescue collaboratively with the Police Department • Manage fire and rescue mutual aid request and coordination • Establish EMS, fire, and hazardous materials staging areas as needed Item K.1
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• Participate in Joint Information Center (JIC)
• Provide incident planning and management support as needed City Manager’s Office
• Activate the Emergency Operations Plan (EOP) and Emergency Operations Center (EOC) as needed
• Establish and communicate policy regarding City staff reporting for assignments • Lead and manage proclamations of local emergency with the help of the City Attorney. • Develop and maintain communication with the Mayor and Councilmembers • Lead emergency public information
• Assess City operations and provide direction as needed City Council and Mayor
• Support public information efforts as needed
• Review and approve the Proclamation of Local Emergency • Consider short- and long-term recovery recommendations prepared by Staff Supporting:

Administrative Services
• Provide emergency procurement support for lifesaving and emergency protective measures
• Oversee staff timekeeping
• Provide fiscal oversight and track expenses
- Develop a project code specific to the incident
• Assist the EOC procuring additional Information Technology resources (additional laptops, cell phones, other equipment, as well as internet and communication services) • Oversee communications within the incident management and response structures • Coordinate with telecommunications and internet service providers Parks and Recreation
• Coordinate and provide emergency facilities and staffing assistance • Coordinate social services
• Coordinate with the Contra Costa County Operational Area for opening a Victim / Family Assistance Center if needed
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Human Resources
• Recruit, screen, provide, and track volunteers
• Identify any employee needs (such as childcare and shelter) Planning
• Assist the EOC by providing staff to the EOC Planning Section • Interface with impacted business and identify resource needs • Provide information to city businesses about the incident and any ongoing response operations
Public Works and Engineering
• Conduct post-incident damage surveys and report results to dispatch • Conduct infrastructure protection and emergency repair • Provide engineering services and construction management • Support damage assessment efforts
• Manage city facilities and coordinate use of non-city facilities • Support transportation functions, including traffic control support and equipment

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2. Flood Annex
Purpose
This annex to the City of Orinda’s Emergency Operations Plan (EOP) is intended to ensure an effective and coordinated response to flooding.

The Annex provides a comprehensive framework for responding to, managing, and recovering from flooding events. This annex is designed to supplement the City’s EOP by detailing the unique challenges and requirements presented by floods.

Scope
This annex has been developed in accordance with the City of Orinda’s EOP. This annex applies to all types of flood hazards affecting the City of Orinda, including riverine flooding, flash floods, and stormwater overflow. It addresses preparedness, response, and initial recovery operations within Orinda city limits.

Assumptions
• The City Emergency Operations Center (EOC) may or may not be activated in support of an event. EOC activation will be determined based on the scope and scale of the event. • Effective communication with the public will be essential to ensure timely warnings, evacuation instructions, and safety information.
• Vulnerable populations, including the elderly, individuals with disabilities, and those living in flood-prone areas, may need special assistance during response operations. • Electronic communications utilizing information technology systems will be accessible to people with disabilities in compliance with Section 508 of the Rehabilitation Act.3F 4 • All printed public education material produced to support this Annex for distribution to the general public shall be available in accessible formats.

Activation Triggers
The EOC may be activated if:
• National Weather Service issues a flood warning or flash flood watch affecting Orinda • Local rainfall exceeds established thresholds that indicate potential for significant flooding
4 Regulations and resources can be found online at https://www.section508.gov/ Item K.1
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• Reports of creek, stream, or storm drain overflow threaten residential, commercial, or critical infrastructure
• Flooding is impacting city operations
• Evacuation or sheltering operations are required for vulnerable populations Concepts of Operations
The City of Orinda’s EOC may be activated to provide support to coordinate the efforts of other City departments and collaborate with the Contra Costa County Operational Area and other stakeholders utilizing SEMS.

In addition to the tasks and objectives outlined in the EOP, the following specific operational objectives should be incorporated into initial response operations and planning:
 Monitor the NWS for information on watches, warnings, and alerts online at Active Alerts and through other sources, as necessary.
 Issue flood warnings and emergency information to the public using city communication channels.
 Ensure that adequate traffic control devices, sandbags, functional communication devices, and other necessary supplies are available.
 Develop detours and emergency routing plans and be prepared to implement these plans.  Check the readiness of all equipment necessary for responding to a flood emergency.  Provide information on the City’s website, Facebook account, and other appropriate social media about flood readiness and response.
 Check all stormwater pumps for proper operations.
 Make sandbags available to community members at the Public Works Yards and at other locations as appropriate and necessary.
 Rapidly survey the affected communities to obtain a general sense of conditions and potential impacts.
 Deploy public works crews to clear storm drains and debris.  Coordinate with utility providers to restore any services that are experiencing outages.  Facilitate debris removal.
 Conduct traffic control at impacted intersections.
 Prepare to handle emergency transportation requests.

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Roles and Responsibilities
The following lists the primary and supporting roles and responsibilities for each City of Orinda department and partner organizations relative to a flooding Incident.

Primary:

City Manager’s Office
• Activate the EOP and EOC as needed
• Implement Continuity of Operations Plan (COOP) as needed • Establish and communicate policy regarding City staff reporting for assignments • Lead and manage proclamations of local emergency with the help of the City Attorney. • Develop and maintain communication with the Mayor and Councilmembers • Lead emergency public information
Public Works and Engineering
• Clear storm drains of debris regularly
• Consider closing roads that have historically been seriously impacted by flooding • Assist in conducting initial damage estimates of City infrastructure • Conduct infrastructure protection and emergency repair • Lead damage assessment efforts
• Manage City facilities and coordinate use of non-City facilities • Support transportation functions, including traffic control support and equipment Police
• Coordinate victim rescue with the fire district, as needed • Establish an exclusion zone
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• In coordination with Public Works, coordinate traffic control and road closures • In coordination with the City, conduct initial public information functions.

Fire
• Establish field Unified Command in coordination with the Police Department • Prioritize and conduct EMS and search and rescue operations • Coordinate victim rescue with the police department as needed • Establish staging areas as needed
• Provide incident planning and management support as needed City Council and Mayor
• Support public information efforts as needed
• Review and approve the Proclamation of Local Emergency • Consider short- and long-term recovery recommendations made by Staff Supporting:

Administrative Services
• Provide emergency procurement support for lifesaving and emergency protective measures
• Oversee staff timekeeping
• Provide fiscal oversight and track expenses
- Develop a project code specific to the incident
• Assist the EOC and filed personnel with Information Technology resources • Protect, restore, and sustain City information technology resources • Oversee communications within the incident management and response structures • Coordinate with telecommunications service providers
Parks and Recreation
• Coordinate and provide emergency assistance
• Coordinate social services
• The City is the lead on shelter operations but should coordinate with the Contra Costa County Operational Area as needed
• Coordinate with the Contra Costa County Operational Area for opening a Family Assistance Center and/or Local Assistance Center, if needed Item K.1
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Human Resources
• Account for all City staff
• Recruit, screen, provide, and track volunteers
• Identify any employee needs (such as childcare and shelter) • Assist in the reassigning of City staff to assist with the EOC’s response Planning
• Assist the EOC by providing staff to the EOC Planning Section • Interface with impacted business and identify resource needs • Provide information to city businesses about the incident and any ongoing response operations

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3. Cybersecurity Incident Annex
Purpose
This annex to the City of Orinda’s Emergency Operations Plan (EOP) is intended to ensure an effective and coordinated response to a cyber-attack where an intruder or a group of individuals is either attempting or actively disrupting government information technology networks, systems, or any other electronically based infrastructure. Cyber-attacks may take a variety of forms and vary in the scale of their impact. Small attacks may come in the form of isolated attacks from software called malware (malicious software, such as computer viruses) against a few systems or networks. Larger incidents represent mass, coordinated attacks against multiple networks, systems, or pieces of municipal infrastructure.

Scope
This annex has been developed in accordance with the City of Orinda’s EOP. In keeping with the EOP’s “all hazards” approach for local emergency management, the response policies, and protocols for a cybersecurity incident will align with those established in the EOP.

The annex serves as a focused guide for managing, mitigating, and recovering from cybersecurity incidents that threaten the confidentiality, integrity, or availability of the City of Orinda’s digital assets and information systems.

This annex applies to all departments, staff, and contractors within the organization and covers cyber security incidents including, but not limited to, ransomware attacks, data breaches, denialof-service attacks, and unauthorized access to sensitive systems or information.

This annex does not address prevention and security measures undertaken by the City to reduce the threat or impact of active shooter incidents. It is important to note that the City’s Information Technology services are contracted.

Assumptions
• The City Emergency Operations Center (EOC) may or may not be activated in support of an event. EOC activation will be determined based on the scope and scale of the event. • Cyber incidents can occur at any time and may disrupt communications, operations, and access to critical data.
• Attack vectors may include email phishing, malware, social engineering, and exploitation of system vulnerabilities.
• Timely detection and coordinated response are essential to minimize damage. • External resources (e.g., law enforcement, cyber security consultants) may be required.

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• Electronic communications utilizing information technology systems will be accessible to people with disabilities in compliance with Section 508 of the Rehabilitation Act.4F 5 • All printed public education material produced to support this Annex for distribution to the general public shall be available in accessible formats.

Activation Triggers
The EOC may be activated if:
• A suspected unconfirmed breach is detected
• Multiple systems affected; potential data compromised • Widespread disruption of critical business functions or data breach involving sensitive information
Concepts of Operations
The City of Orinda’s EOC may be activated to provide support to coordinate the efforts of other City departments and collaborate with the Contra Costa County Operational Area and other stakeholders utilizing SEMS.

In addition to the tasks and objectives outlined in the EOP, the following specific operational objectives should be incorporated into initial response operations and planning:
 Monitor networks and systems for signs of suspicious activity or breaches.  Document all findings and gather initial evidence.
 Any staff member who suspects a cyber incident must immediately report it.  Administrative Services will assess the situation, document initial findings, and notify executive leadership and the Emergency Operations Center (EOC) if activation is warranted.
 Administrative Services will classify the incident based on severity, affected systems, and potential impact.
 Initiate any system downtime procedures such as time keeping, record keeping, and procurement.
 Contact the Cybersecurity Insurance company and report the incident. Note: Insurance requirements might restrict who can work on your computer systems. 5 Regulations and resources can be found online at https://www.section508.gov/ Item K.1
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 Isolate affected systems to prevent the spread of the attack.  Apply short-term containment measures, such as disabling compromised accounts or disconnecting devices.
 Develop and implement long-term containment strategies to maintain business continuity while addressing vulnerabilities.
 Ensure all staff are aware of the incident and report suspected incidents promptly.  Utilize secure channels such as encrypted email and radio to communicate.  Engage law enforcement, regulatory bodies, and cyber security experts as necessary.  Coordinate with vendors and service providers for technical support and recovery assistance.
 Maintain detailed records of incident detection, response actions, and communications.  Remove malicious code or unauthorized access from affected systems.  Restore systems and data from backups, verify integrity, and resume normal operations.

Roles and Responsibilities
The following list the primary and significant roles and responsibilities for each City of Orinda departments and stakeholder organization relative to a Cybersecurity Incident.

City Manager’s Office
• Activate the EOP and EOC as needed
• Establish and communicate policy regarding City staff reporting for assignments • Lead and manage proclamations of local emergency with the help of the City Attorney • Develop and maintain communication with the Mayor and Councilmembers • Lead emergency public information
• Assess City operations and provide legal counsel as needed Administrative Services
• Assess the situation, document initial findings, and notify executive leadership and the Emergency Operations Center (EOC) if activation is warranted Item K.1
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• Administrative Services serves as the operations section in the event of a cybersecurity incident
• Contact the City’s Information Technology contractor and inform them of the incident • Contact the City’s cybersecurity insurance company
• Determine what information or systems have been compromised • Provide emergency procurement support for emergency protective measures • Oversee staff timekeeping
• Provide fiscal oversight and track expenses
- Develop a project code specific to the incident
Human Resources
• Ensure HR systems have not been compromised
• Coordinate with Administrative Services to develop communication messages to all employees and inform them of any actions that should be taken • Communicate the situation to all employees and instruct them if any actions are necessary (e.g. reset passwords, shut down computers, etc.) Planning
• Assist the EOC by providing staff to the EOC Planning Section Police
• Liaison between Administrative Services and the County’s Cybersecurity Team • Ensure PD systems have not been compromised, if so, inform Administrative services of the intrusion and impacts
Public Works and Engineering
• Instruct personnel to assess operations for any suspicious activity, including critical infrastructure and computer systems
• Inform Administrative Services of any suspicious activity reported City Council and Mayor
• Support public information efforts as needed
• Review and approve the Proclamation of Local Emergency • Consider short- and long-term recovery recommendations made by Staff

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4. Earthquake Annex
Purpose
This annex to the City of Orinda’s Emergency Operations Plan (EOP) is intended to ensure an effective and coordinated response to an earthquake.

The Annex provides a comprehensive framework for responding to, managing, and recovering from earthquake events. This annex is designed to supplement the City’s EOP by detailing the unique challenges and requirements presented by earthquakes.

Scope
This annex has been developed in accordance with the City of Orinda’s EOP. This annex applies to all organizational personnel, facilities, and operations. It outlines protocols for preparedness, immediate response, and recovery following an earthquake, ensuring the safety of staff, continuity of operations, and protection of critical infrastructure.

Assumptions
• The City Emergency Operations Center (EOC) may or may not be activated in support of an event. EOC activation will be determined based on the scope and scale of the event. • Earthquakes may cause widespread infrastructure damage, including transportation, communications, and utilities.
• Emergency services may be overwhelmed, and external assistance could be delayed. • Staff may be injured, displaced, or unable to report to work. • Aftershocks may follow the main event, exacerbating damage and complicating response efforts.
• Electronic communications utilizing information technology systems will be accessible to people with disabilities in compliance with Section 508 of the Rehabilitation Act.5F 6 • All printed public education material produced to support this Annex for distribution to the general public shall be available in accessible formats.

Activation Triggers
The EOC may be activated:
6 Regulations and resources can be found online at https://www.section508.gov/ Item K.1
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• When it is determined by the EOC Director that the available resources are inadequate to cope with the emergency incident
• When required to support pre-planned events
• When the Governor proclaims a State of Emergency for an area that includes the City • Automatically on the proclamation of a State of War Emergency as defined in California Emergency Services Act (Government Code §§ 8550, et seq.) Concepts of Operations
The City of Orinda’s EOC may be activated to provide support and to coordinate efforts, as well as collaborate with the Contra Costa County Operational Area and other stakeholders utilizing NIMS/SEMS.

In addition to the tasks and objectives outlined in the EOP, the following specific operational objectives should be incorporated into initial response operations and planning:
 Rapidly survey the affected communities to obtain a general sense of conditions and the scope of damage. This should include identifying areas of more severe damage, determining the status of critical facilities and infrastructure, and noting any blocked roadways or safety hazards that could impede or threaten successive response activities.  Check on the status of City staff who are responsible for emergency response activities, including whether they can reach either City Hall, the Community Center, or the Public Works Corp Yard
o If a major earthquake has occurred, staff will also need to confirm the status of their homes and families and take steps to ensure the immediate safety of their household.  Decide whether to activate the EOC, and if so to what level. Note that the primary EOC may be damaged or accessible.
o Alternate EOC locations are listed in the EOP Base Plan.  Mobilize all necessary emergency response staff.
 Obtain a report of the magnitude of the earthquake and an initial shake map.  Conduct a rapid damage survey of the City, identifying areas most in need of response.

Utilize Unmanned Aerial Systems (Drones) to survey higher risk areas safely.  Deploy available emergency response staff to these areas with the highest priority. As more resources become available and issues requiring immediate response are addressed, deploy additional resources to lower-priority areas and tasks. o Impress upon responders that they must respond to the highest priority area and not necessarily the first emergency encountered.

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 If the initial damage survey or other early reports identify hazardous material leaks, immediately notify the utility (PG&E, Central San, etc.) and/or the facility owner as appropriate.
 Activate emergency shelters and distribute information to members of the public about shelter locations.
 Evacuate persons needing immediate assistance, such as persons on life support systems, or in dire need of medical attention.
 Deploy Police Department resources to conduct community notification and support evacuations, as necessary.
 Conduct a more detailed survey of the damage, with an emphasis on filling in gaps or following up on items flagged during the rapid assessment. Note that any aftershocks or emerging issues — such as fires caused by gas leaks, or sinkholes or mudslides from broken water mains — may cause conditions in some areas to be substantially different than identified during the initial survey.
 Evacuate buildings that are considered unsafe for occupancy and tag these buildings for inspection by Contra Costa Building Inspector.
 Update the response priority status to reflect new intelligence from the detailed survey and other sources and deploy available resources accordingly.  Continue to update the priority status of different areas and emergency conditions, based on reports from emergency responders, and deploy available resources to respond to the remaining highest priority situations.
 Coordinate with utility providers to restore services that have experienced outages.  Request mutual aid as required, recognizing that the potential regional impact of large earthquakes would make a mutual aid response less likely and support may be delayed for an extended period.

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Roles and Responsibilities
The following lists the primary and supporting roles and responsibilities for each City of Orinda departments and partnering organization relative to an earthquake Incident.

Primary:

City Manager’s Office
• Activate the EOP and EOC as needed
• Establish and communicate policy regarding City staff reporting for assignments • Lead and manage proclamations of local emergency with the help of the City Attorney. • Develop and maintain communication with the Mayor and Councilmembers • Lead emergency public information and activate a Joint Information Center, if needed. • Assess City operations and provide legal counsel as needed Public Works and Engineering
• Assist in conducting initial damage estimates of City infrastructure • Conduct facility integrity assessments
• Conduct infrastructure protection and emergency repair • Provide engineering services and construction management • Lead damage assessment efforts
• Manage city facilities and coordinate use of non-city facilities • Support transportation functions, including traffic control support and equipment Police
• Conduct law enforcement interdiction and perimeter security operations • Establish field Unified Command in coordination with the fire district • Coordinate victim rescue with the fire district as needed • Establish an exclusion zone
• Coordinate with allied local, state, and federal law enforcement agencies as needed • Establish a family reunification location as close to the incident site as deemed safe with the assistance of Parks and Rec staff.
• Coordinate traffic control and road closures
• Coordinate fatality management with the Contra Costa County Sheriff’s Office Coroner Unit
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• In coordination with the PIO, conduct initial public information functions, arrange an initial media briefing location, and participate in Joint Information System or JIC when established
City Council and Mayor
• Support public information efforts as needed
• Review and approve the Proclamation of Local Emergency • Consider short- and long-term recovery objective
Fire
MOFD is an independent agency, outside of the scope of city management, however it is reasonable to expect that they will conduct themselves in the following ways:
• Establish field Unified Command in coordination with the police department • Prioritize and conduct EMS, search and rescue, and firefighting operations • Coordinate victim rescue with the police department as needed • Lead fire and rescue mutual aid coordination
• Establish staging areas as needed
• Participate in Joint Information System or JIC
• Provide incident planning support as needed
Supporting:

Parks and Recreation
• Coordinate social services
• Coordinate with the Contra Costa County Operational Area for shelter operations • Coordinate with Police, and the Contra Costa County Operational Area for opening a Family Assistance Center and/or Local Assistance Center, if needed Administrative Services
• Provide emergency procurement support for lifesaving and emergency protective measures
• Oversee staff timekeeping
• Provide fiscal oversight and track expenses
• Develop a project code specific to the incident
• Assist the EOC and filed personnel with Information Technology resources Item K.1
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• Protect, restore, and sustain City information technology resources • Oversee communications within the incident management and response structures • Coordinate with telecommunications service providers
Human Resources
• Account for all City staff
• Recruit, screen, provide, and track volunteers
• Identify any employee needs (such as childcare and shelter) • Assist in the reassigning of City staff to assist with the EOC’s response Planning
• Assist the EOC by providing staff to the EOC Planning Section • Interface with impacted business and identify resource needs • Provide information to city businesses about the incident and any ongoing response operations
Item K.1
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5. Prolonged Utility Outage Annex
Purpose
This annex to the City of Orinda’s Emergency Operations Plan (EOP) is intended to ensure an effective and coordinated response to a prolonged power outage.

The purpose of this annex is to outline roles, responsibilities, procedures, and resources necessary to effectively manage a prolonged utility outage incident. It aims to ensure life-safety, protect property, maintain critical infrastructure, and facilitate rapid recovery.

Scope
This annex covers incidents where utility services are disrupted for an extended period (typically more than 24 hours), impacting residential, commercial, and government facilities.

Assumptions
• Utility outages may be caused by severe weather, accidents, infrastructure failure, cyberattacks, or other hazards.
• Outages may affect large geographic areas and critical infrastructure, including water, power, communications, and transportation systems.
• Backup generators and alternative power sources may be limited or unavailable. • Vulnerable populations, such as medically dependent individuals, may require immediate assistance.
• Electronic communications utilizing information technology systems will be accessible to people with disabilities in compliance with Section 508 of the Rehabilitation Act.6F 7 • All printed public education material produced to support this Annex for distribution to the general public shall be available in accessible formats.

Activation Triggers
The EOC may be activated if:
• Notified of a utility outage (water or power) capable of lasting more than 24 hours. • A widespread electrical disruption affecting critical infrastructure • Notification from a utility company of a prolonged restoration timeline 7 Regulations and resources can be found online at https://www.section508.gov/ Item K.1
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• Vulnerable populations are at immediate risk or if there is a need to coordinate largescale shelter operations or evacuations Concepts of Operations
The City of Orinda’s EOC may be activated to provide support to coordinate the efforts of other City departments and collaborate with the Contra Costa County Operational Area and other stakeholders utilizing SEMS.

In addition to the tasks and objectives outlined in the EOP, the following specific operational objectives should be incorporated into initial response operations and planning:
 Assess the extent and anticipated duration of the outage.  Contact utility providers for status updates and restoration timelines.  Rapidly survey the affected communities to obtain a general sense of conditions and potential impacts
 If needed, activate redundant communication systems (e.g., satellite phones, radios) if conventional systems are down.
 Initiate communication with key stakeholders, including medical centers, emergency services, and critical infrastructure operators.
 If needed, coordinate shelter operations for displaced or vulnerable individuals.  Maintain situational awareness through regular updates from utility providers and field teams.
 Manage the procurement, prioritization, and dissemination of generators.  Disseminate public information
o Issue safety advisories regarding generator use, food safety, and traffic hazards. o Provide information on shelter locations and assistance programs. o Update restoration status and estimated timelines for service resumption.  Monitor and address secondary impacts, such as food spoilage, water supply issues, and security concerns.

Key Contacts
Pacific Gas and Electric
• Public Safety Specialist - Les Putnam: 925.334.0501, [email protected] • Director of Emergency Preparedness – Josh Davies: 925.204.5142 Item K.1
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• Manager – Will Schultz: Mobile: 925.204.4683
Roles and Responsibilities
The following lists the primary and supporting roles and responsibilities for each City of Orinda departments and stakeholder organization relative to a prolonged utility outage Incident.

Item K.1
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Primary:

City Manager’s Office
• Activate the EOP and EOC as needed
• Establish and communicate policy regarding City staff reporting for assignments • Lead and manage proclamations of local emergency with the help of the City Attorney • Develop and maintain communication with the mayor and City councilmembers • Lead emergency public information
Police
• Coordinate evacuations of vulnerable populations who depend on electricity to power medical devices
• Coordinate traffic control and road closures with public works • Conduct initial public information functions for non-planned outages • Establish field Unified Command in coordination with the Moraga-Orinda Fire District (MOFD), if needed
• Coordinate directly with PG&E (particularly on Planned Power Shutoff Events) on event duration and impacts
• Support fire and rescue operations
• Establish staging areas as needed with assistance from Public Works • Provide incident planning and management support to EOC • Advise and coordinate public warning and evacuation functions Public Works and Engineering
• Communicate potential and actual impacts of the utility outage to the EOC • Coordinate the deployment of mobile generators
• Support the delivery and installation of generators for City infrastructure and use • Support the delivery and procurement of fuel (gas, propane, diesel) for the generators • Support transportation functions, including traffic control support and equipment City Council and Mayor
• Support public information efforts as needed
• Review and approve the Proclamation of Local Emergency • Consider short- and long-term recovery recommendations made by City staff Pacific Gas & Electric
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• Conduct notification and coordination efforts as per the PSPS Notification Timeline • Update the PG&E PSPS Secure Data Transfer Portal with incident-specific data including:
• Outage area and circuit maps
o Activated CRC locations
o List of impacted Medical Baseline customers and critical facilities o Status of Medical Baseline notifications
o Customer Impacts
• Participate in Operational Area conference calls. Provide status updates. • Coordinate with the Operational Area regarding potential opening of PG&E Community Resource Centers (CRCs).
• Provide situation reports.
• Provide a representative for the Operational Area EOC upon request. • Coordinate public information messaging with Operational Area jurisdictions.

East Bay Municipal Utilities District/Central Sanitary District • Restore/maintain water and wastewater infrastructure
• Support damage assessment efforts
Supporting:

Planning
• Facilitate making targeted notifications to the impacted Medical Baseline customers in the City
• Manage and conduct post-PSPS safety assessments for critical City facilities • Assist the EOC by providing staff to the EOC Planning Section • Interface with impacted business and identify resource needs • Provide information to city businesses about the incident and any ongoing response operations
Parks and Recreation
• Coordinate and provide emergency assistance as needed • Coordinate with the Contra Costa County Operational Area for shelter operations • Coordinate with the Contra Costa County Operational Area for opening a Family Assistance Center and/or Local Assistance Center, if needed Human Resources
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• Account for all City staff
• Recruit, screen, provide, and track volunteers
• Identify any employee needs (such as childcare and shelter) • Assist in the reassigning of City staff to assist with the EOC’s response Administrative Services
• Provide emergency procurement support for lifesaving and emergency protective measures
• Oversee staff timekeeping
• Provide fiscal oversight and track expenses
• Develop a project code specific for the incident
• Assist the EOC with Information Technology resources
• Protect, restore, and sustain City information technology resources • Oversee communications within the incident management and response structures • Coordinate with telecommunications service providers

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6. Wildland Fire Annex
This annex to the City of Orinda’s Emergency Operations Plan (EOP) is intended to ensure an effective and coordinated response to wildfire.

The purpose of this annex is to outline the coordinated approach for managing wildfire incidents, while also ensuring effective protection of life, property, and the environment. It establishes protocols for rapid response, resource mobilization, communication, and interagency collaboration during wildfire emergencies.

Scope
This annex has been developed in accordance with the City of Orinda’s EOP. The following applies to all departments, agencies, and partners involved in emergency management within the city. It covers wildfire events ranging from small brush fires to large-scale, multi-jurisdictional wildfires.

Assumptions
• The City Emergency Operations Center (EOC) may or may not be activated in support of an event. EOC activation will be determined based on the scope and scale of the event. - A small incident may be handled by routine response from MOFD, without the involvement from the City’s EOC.
• Wildfires have potential for rapid escalation.
• Weather conditions (relative humidity, wind, atmospheric instability,) terrain, and available fuels influence wildfire behavior.
• Evacuations, road closures, and disruption of utilities may be necessary. • Critical facilities such as medical centers, emergency shelters, and public utilities may be directly impacted and require prioritized protection and support. • Vulnerable populations, including the elderly, individuals with disabilities, and those in the Very High Fire Hazard Severity Zone (VHFHSZ) as designated by CAL Fire, may need early notification and extra attention during an evacuation. • Electronic communications utilizing information technology systems will be accessible to people with disabilities in compliance with Section 508 of the Rehabilitation Act.7F 8 • All printed public education material produced to support this Annex for distribution to the general public shall be available in accessible formats. • People with disabilities and others with access and functional needs may require additional consideration during the evacuation process. 8 Regulations and resources can be found online at https://www.section508.gov/ Item K.1
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• Wildfire poses an immediate danger to lives and property, but poor air quality due to wildfire smoke and ash may lead to significant public health consequences that can persist for extended periods.
- A useful tool developed by the U.S. Environmental Protection Agency to communicate information about air quality to the public is the Air Quality Index (AQI). The U.S. EPA’s AirNow website, https://www.airnow.gov displays air quality data by zip code using the AQI to indicate air quality values.

Activation Triggers
The EOC may be activated if:
• Pre-emption is necessary to deploy resources to evacuation routes • Requested by the Police Chief to assist in the planning/management of a possible evacuation
• Requested by the MOFD Fire Chief, or their designee
• Confirmation of a wildfire threatening populated areas, critical infrastructure, or key resources in or adjacent to the City
• Significant disruption to transportation routes, utilities, or essential services due to wildfire activity
• Public Safety Power Shutoff activation by utility provider • A significant Red Flag Day is called
Annex Activation Flow
Once National Weather Service determines that an upcoming Fire Weather Watch/Red Flag Warning could pose a substantial threat of wildfire, the Regional Office of Emergency Management (Contra Costa Sherrif’s Office of Emergency Services), or the City’s Director of Emergency Services may choose to begin implementing the actions detailed in the activity flow chart presented below.

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Figure J-1: Annex Activation Flow
Concepts of Operations
The City of Orinda’s EOC may be activated to provide support to coordinate the efforts of other City departments and collaborate with the Contra Costa County Operational Area and other stakeholders utilizing SEMS.

In addition to the tasks and objectives outlined in the EOP, the following specific operational objectives should be incorporated into initial response operations and planning:
 Rapidly survey the affected communities to obtain a general sense of conditions and potential impacts.
 Respond to the community’s immediate life safety needs of warning and evacuation by making use of the Community Warning System (CWS) and its accompanying emergency notification systems including the Emergency Alert System (EAS), Wireless Emergency Alerts (WEA) and vehicle public address systems, as well as door-to-door notifications if needed.

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 In coordination with the Moraga-Orinda Fire District (MOFD), coordinate evacuation orders, shelter operations, and public information dissemination.  Evacuation zones will be identified based on fire behavior, weather conditions, and threat assessments such as the use of Ladris evacuation models. Law enforcement and fire personnel will manage evacuation routes and assist vulnerable populations.  Identify at-risk populations, notify them, and begin evacuation if warranted.  Develop real-time situational awareness to guide public information efforts.  Establish reliable communication channels between field operations, the EOC, and public information officers.
 Utilize emergency notification systems — CWS, Nixle, Watch Duty, Social Media — to keep the public informed of the direction of the fire, evacuation routes, and safety instructions.
 Begin public information messaging regarding recommended personal protective actions, evacuation centers, and community assistance needed.  Assess the need to activate the Joint Information Center.  Request mutual aid and state/federal assistance as necessary.  Coordinate the receipt and deployment of incoming resources to prioritized missions.  Designate staging areas and begin planning to accommodate support personnel.  Track resource utilization and maintain records for reimbursement.

Red Flag Warning and Evacuation Considerations
The Incident Commander or Unified Command of Fire and Police (Field Operations) will delineate all roles and responsibilities for evacuation efforts. The EOC may assist Incident Command or Unified Command with resource requests, decision making, and coordination of activities, including public notifications as necessary.

Wildfire events or other disasters may result in the need to evacuate people as evacuations are coordinated at the local field level. The following planning assumptions are provided as a reference for consideration in plan development.
• A Red Flag Warning may trigger designation of evacuation routes due to:
- Road construction: Early identification and resolution of current projects that could hamper first responder’s access and civilian egress.
- Estimated traffic loads: Daily traffic on adjacent highways and roads - Typical routes of congestion: Early evacuation of sensitive areas may alleviate this concern.

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• Assess residential addresses and care facilities where access-and-functional-needs (AFN) concerns may impact evacuation efforts.
- The AFN community will benefit from early drafting of an evacuation plan specific to the site or facility
• Early collaboration and information-sharing by first responders:
- Digital and analog map sharing with parcel and evacuation route maps and Ladris models.
- Pre-determined evacuation zones for evacuations with trigger points. - Pre-determined safety zones (out of the fire zone), emergency escape routes (routes used by residents to evacuate), and evacuation routes.
- Pre-written fire warning bulletins for law enforcement and fire PIOs. - Pre-written evacuation orders for law enforcement and fire PIOs. • Some residents may evacuate before being ordered to do so due to the City’s previous and extensive public outreach on evacuation readiness. In many cases, today’s rapid wildfire progression leaves little time to both prepare and leave during an evacuation order.
• Community members choosing not to leave should be strongly encouraged to leave as soon as possible.
• Some residents may refuse to evacuate because of prior experiences. Magnifying factors include lack of transportation, expected traffic, AFN considerations, or refusing to leave private property unprotected or unsecured.
• Studies indicate that some residents will have a hard time deciding to evacuate based on consideration for their pets. Some residents may refuse to evacuate unless arrangements are made to care for their animals.
• Residents may require mass care emergency sheltering during an evacuation. • The City is the lead on shelter operations but may have the good fortune to work with partners such as the Red Cross or others to ensure shelters will be able to accommodate the evacuated population.
• The School Districts and private schools are responsible for providing services for reunification. The City should coordinate with School Districts as appropriate.

Public Information
Public information and warnings are a critical response capability and an inherent responsibility of local, state, and federal government. During an EOC activation for a large wildfire incident, a City alert and warning system can be used to disseminate alerts, notifications, public health, and safety messages to a specified geographic area via multiple communications channels.

It is incumbent on local officials to provide timely, relevant critical lifesaving information to the public when a wildfire is occurring. Critical information should include what is occurring and any steps or actions the public needs to take. These communications could include but are not limited to:

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• Evacuation Order when there is an immediate threat to life. This is a lawful order to evacuate. The area is lawfully closed to public access. • Evacuation Warning when there is potential threat to life and/or property. Those who require additional time to evacuate and those with pets and livestock should leave immediately.
• Red Flag Warnings issued by the National Weather Service. • Shelter-In-Place: Go indoors. Shut and lock doors and windows. Prepare to self-sustain until further notice and/or contacted by emergency personnel for additional direction. - This might be used in cases where exposure to wildfire smoke is an ongoing and significant health threat (or the fire has cause the release of other harmful pollutants,) but the area is not expected to be impacted by flames or embers.

Evacuation of People Who Cannot Self-Evacuate
When a wildfire evacuation order is issued, the City may lack the time or resources to completely evacuate designated evacuation areas. Evacuating people with disabilities who cannot self-evacuate will require significant commitment of personnel, specialized vehicles, and other resources. (People with disabilities include those who have mobility, visual, hearing, speech, or cognitive functional limitations.) The City EOC, through its logistics section, can assist the Incident Commander in obtaining specialized resources to assist in evacuation of the disabled if requested.

Animal Evacuation Considerations
During wildfire incidents, animal evacuation requires special planning and coordination.

Residents with pets, livestock, or other animals should be notified early to allow sufficient time for safe relocation. The City should work with local animal control agencies, shelters, and volunteer organizations to identify temporary housing and transport options for animals.

Additionally, public messaging should provide clear instructions on how to prepare animals for evacuation, including gathering carriers, leashes, and necessary supplies, and guidance on designated animal shelter locations.

Re-Entry Procedures
The Orinda Police Department will maintain a secure perimeter of the evacuated area and will prevent visitors and residents from returning once an evacuation order has been given.

Upon confirmation from the Incident Commander or Unified Command, in coordination with the EOC, that the area is no longer an active hazard residents will be allowed to return to areas that are deemed safe.

Consideration of delaying re-entry should be paid to areas that have completely or partially destroyed by a fire, as the ash and debris may contain toxic particles or be hazardous in other Item K.1
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ways. It may be advisable to provide some Personal Protective Equipment (PPE) to residents looking to attempt to recover valuables from a destroyed home.

Roles and Responsibilities
The following list the primary and supporting roles and responsibilities for specific City of Orinda departments and partnering organizations related to a Wildfire Incident.

Primary:

City Manager’s Office
• Activate the EOP and EOC as needed
• Establish and communicate policy regarding City staff reporting for assignments • Lead and manage proclamations of local emergency with the help of the City Attorney. • Develop and maintain communication with the Mayor and Councilmembers • Lead emergency public information
Fire
Fire response is provided through MOFD, a separate governmental district, outside of the scope of city management; however, it is reasonable to expect that they will conduct themselves in the following ways:
• Prioritize and conduct firefighting and EMS operations • Establish field Unified Command in coordination with the Police • Prioritize and conduct EMS and search and rescue operations • Coordinate victim rescue with the police department as needed • Establish staging areas as needed
• Provide incident planning and management support as needed • Lead repopulation efforts as the incident transitions to short-term recovery

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Police
• Conduct evacuations of areas called for by Incident or Unified Command • Provide security for the evacuation zone assuring potential looters are deterred • Coordinate victim rescue with MOFD as needed
• Coordinate evacuation zones with MOFD
• Establish an exclusion zone
• Coordinate traffic control and road closures with public works • Conduct initial public information functions, working with the City’s PIO Public Works and Engineering
• Conduct traffic closures and reroute traffic
• Conduct post-fire damage surveys/evaluations and report results to dispatch • Conduct infrastructure protection and emergency repair • Lead public works mutual aid coordination
• Provide engineering services and construction management • Support transportation functions, including traffic control support and equipment Parks and Recreation
• Assess status of critical Department facilities and potential evacuation and/or shelter sites • Coordinate social services
• The City is the lead on shelter operations but should coordinate with the Contra Costa County Operational Area as needed and for opening a Family Assistance Center and/or Local Assistance Center, if needed
City Council and Mayor
• Support public information efforts as needed
• Review and approve the Proclamation of Local Emergency • Consider short- and long-term recovery staff recommendations Supporting:

Administrative Services
• Provide emergency procurement support for lifesaving and emergency protective measures
• Oversee staff timekeeping
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• Provide fiscal oversight and track expenses
- Develop a project code specific for the incident
• Assist the EOC and filed personnel with Information Technology resources • Protect, restore, and sustain City information technology resources • Oversee communications within the incident management and response structures • Coordinate with telecommunications service providers
Human Resources
• Account for all City staff
• Recruit, screen, provide, and track volunteers
• Identify any employee needs (such as childcare and shelter) • Assist in the reassigning of City staff to assist with the EOC’s response Planning
• Assist the EOC by providing staff to the EOC Planning Section • Interface with impacted business and identify resource needs • Provide information to city businesses about the incident and any ongoing response operations

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Appendix K: Emergency Contacts
Please fill in each row with your emergency contacts, including relevant details for quick access during urgent situations.

AGENCY NAME 24 HR. PHONE

NUMBERS EMAIL
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Appendix L: EOC Position Checklists
Introduction
This section identifies the full complement of positions within the EOC and specifies the staff reporting hierarchy. A job aid / checklist for Common Responsibility applicable to all EOC staff is also provided. Individual Position Checklist / Checklists for the following are detailed:

1. EOC Director

2. Public Information Officer (PIO)

3. EOC Coordinator

4. Liaison Officer

5. Legal Advisor

6. Agency Representative

7. Operations Section Chief (OSC)

8. Police Branch

9. Fire and Rescue Branch

10. Public Works Branch

11. Mass Care Branch

12. Planning Section Chief (PSC)

13. Situation Analysis Unit

14. Documentation Unit

15. Recovery Unit

16. Resource Status Unit

17. Logistics Section Chief (LSC)

18. Communications Unit

19. EOC Personnel Unit

20. EOC Supplies Unit

21. Volunteer and Donations Coordination
Unit

22. Finance Section Chief (FSC)

23. Cost and Purchasing Unit

24. Time, Compensation, & Claims, Unit
The checklists include responsibilities for both immediate and sustained response.

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EOC Director
Responsible for leading the staff in the Emergency Operations Center (EOC) and directing/coordinating with Directors in other City EOCs/ Department Operations Centers (DOCs) (If applicable).

Elements Include:
• Overall management and coordination of emergency response and recovery operations • Oversee and manage all Sections in the EOC
• Coordinate and liaison with appropriate federal, state, county government, private and volunteer entities
• Establish priorities and resolve demand conflicts
• Establish appropriate EOC staffing level
• Continuously monitor organizational effectiveness and make appropriate changes • Exercise overall management responsibility for the coordination between emergency response agencies in the jurisdiction
• Alongside General Staff, set jurisdictional priorities for response • Ensure all department/agency actions support established EOC priorities • Ensure that inter-agency coordination is accomplished effectively Reports To:
• Policy Group / City Council
• Operational Area EOC Director
- In Contra Costa County, the Administrator of Emergency Services is responsible for implementing the Contra Costa Operational Area Emergency Operations Plan. (See Orinda EOP Base Plan, page 38)
Direct Reports:

GENERAL STAFF MANAGEMENT STAFF
Operations Section Chief EOC Coordinator
Planning Section Chief Public Information Officer
Logistics Section Chief Liaison Officer
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Finance Section Chief Legal Advisor
Plans and Documents:
• EOC Action Plan – Review + Approval
• Advance Plan(s) – Review + Approval
• Demobilization Plan – Review + Approval
• Press Releases – Review + Approval
• Reports – Review + Approval
• Resource Requests – Review + Approval
Forms and Guides:
• City EOP
• Position Job Checklists
• All ICS Forms
• Planning P
• Recovery Plan / Project Management Plan
Tools:
• Workstation
• Position Binder
• ICS Position Vest
Activation:
 Determine appropriate level of activation based on known situation  Mobilize/Recall appropriate personnel to the EOC for initial activation  Respond immediately to EOC site and determine operational status  Obtain briefing from available sources
 Ensure that EOC is properly set up and ready for operations.  Ensure that EOC check-in procedure is established
o Form ICS-211
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o Form ICS-205
 Ensure that EOC organization and staffing chart is posted and completed o Form ICS-207
 Determine needed EOC sections, assign Section Chief and ensure sections are adequately staffed
o Operations Section Chief
o Logistics Section Chief
o Planning Section Chief
o Finance Section Chief
 Determine needed Management Staff positions and ensure they are filled as soon as possible
o EOC Coordinator
o Agency Representative
o Public Information Officer
o Liaison Officer
o Legal Advisor
 Ensure telephone and/or radio communications with other EOCs/DOCs are established and functioning
 Schedule the initial EOC Action Planning Meeting
 Alongside General Staff, 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 if needed, assist in establishing an Inter-Agency Coordination Group Response:
 Monitor General Staff activities to ensure appropriate actions are being taken  Alongside Public Information Officer, develop public information guidance. Conduct news conferences and review media releases for final approval. Follow established procedure for public information
 Ensure Liaison Officer is providing and maintaining effective inter-agency coordination  Based on status reports, establish initial strategic objectives for the EOC Item K.1
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 Alongside Management Staff, prepare EOC objectives for the initial Action Planning Meeting
o Form ICS-202
 Convene Initial Action Planning meeting. Ensure that all Section Chief/Coordinators, Management Staff, and key agency representatives are in attendance  Ensure appropriate Action Planning procedures are followed (Refer to EOP Appendix E: Action Planning and Situation Reporting)  Ensure meetings are conducted appropriately by the Planning Section, and consensus among EOC Coordinator, PIO, and Section Chiefs on objectives for forthcoming operational period
 Assess the situation, define problems, set priorities, and establish strategic and SMART8F 9 objectives for the response/recovery period
 Determine the Operational Period time frame (i.e., 6, 8 or 12-hour shifts)  Review and identify the need for additional staffing and/or other resources  When the Action Plan is completed by the Planning Section, review, approve and authorize its distribution and implementation
o Form ICS-201
o Form ICS-202
o Form ICS-205
o Form ICS-207
o Form ICS-208
o Form ICS-213
 Conduct periodic briefings with general staff to ensure strategic objectives are current and appropriate
o Form ICS-209 Situation Status
 Conduct periodic briefings for elected officials or their representatives o Form ICS-209 Situation Status
 If appropriate, inform the Policy Group and issue an Emergency Proclamation, and coordinate local government proclamations with other emergency response agencies 9 The SMART acronym stands for Specific, Measurable, Achievable, Relevant, and Time-bound Item K.1
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Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form ICS-214
 Ensure next shifts staff are accounted for. Ensure the safety and well-being of staff being dismissed for the operational period
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out o Form ICS-211
Demobilization and Termination:
 Authorize demobilization of sections, branches, and units when they are no longer required informally or via a plan
o Plan – Demobilization Plan
 Notify higher level EOCs and other appropriate organizations of planned demobilization, as appropriate
 Ensure that open actions not completed will be handled after demobilization  Ensure that all required forms or reports are completed prior to demobilization  Prepare to provide input to the after-action report
 Proclaim termination of the emergency response and proceed with recovery operations  Alongside Public Information Officer, make emergency termination notifications to City Council, Response Partners, Community, and Operational Area  Provide a final emergency briefing of the event to EOC personnel to include:
o Date/time of termination
o Request all documentation developed during the event response o Instructions for support of recovery operations or assembly of the final report Item K.1
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o Time and date of formal debrief to identify issues, lessons learned, and corrective actions
o Instructions for resumption of normal operations
 Determine if a formal Recovery Plan is required based on a review of the technical criteria by:
o Length and resources required for investigating and fact-finding activities o Assessment of property damage efforts that require substantial and prolonged coordination, and communications with off-site governments, agencies, and/or response organizations
o Number of personal injuries or illnesses requiring protracted follow-up treatment, analysis, and public information
 Supervise the transition of the EOC from response to recovery operations, as necessary  Appoint a recovery manager; the recovery manager will establish a recovery organization and recovery plan
 Proclaim EOC deactivated
 Approve deactivation of other emergency facilities that were opened because of the emergency
 Assist with recovery objectives, as requested for Recovery Plan  Turn over command to Recovery Manager
 Schedule Incident Debriefing
 Assist with the development of a final after-action report  Approve final after-action report
o Report – After-Action Report
 Turn in completed job aids, forms, and notes to Documentation Unit Item K.1
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Public Information Officer
Responsible for providing news and information on the emergency/disaster to the media, the public, all departments and required agencies.

Elements Include:
• 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
• Coordinate media releases with Public Information Officers at incidents or representing other affected emergency response agencies
• Develop the format for press conferences, in conjunction with the EOC Director • Maintain a positive relationship with the media representatives Reports To:
• EOC Director
Direct Reports:
• Public information staff, if assigned
Plans and Documents:
• EOC Action Plan – Provides Input
Forms and Guides:
• Position Checklist (this Guide)
• ICS-205 Emergency Communications
• ICS-211 Check-In List
• ICS-214 Activity Log
• Disaster Assistance Directory
• Press and Media Releases
• Media Briefing Schedule
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Tools:
• Workstation
• Vest
Activation:
 Check in at the EOC sign-in station
o Form ICS-211
o Form ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section and position briefings from available and appropriate personnel
 Maintain concise records of position activities
o Form ICS-214
 Determine if additional staffing of Public Information Office is required and make personnel assignments for the supporting Public Information Officer role function to Logistics, if appropriate.

Response:
 Obtain policy guidance from the EOC Director regarding media releases  Keep the EOC Director advised of all unusual requests for information and of all major critical or unfavorable media comments
 Monitor media channels periodically
 Recommend procedures or measures to improve media relations  Coordinate with the Situation Analysis 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
o Form – Media Briefing Schedule
 Implement and maintain an overall information release program Item K.1
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 Establish a Media or Joint Information Center, as required, providing necessary space, materials, telephones, and electrical power
 Maintain up-to-date status boards and other references at the Media or Joint Information Center
 Include appropriate EOC staff to answer questions from members of the media if necessary
 Interact with external PIOs and obtain information related to public information operations
 Develop content for state Emergency Alert System (EAS) releases, if available  Monitor EAS releases as necessary
 In coordination with other EOC sections and as approved by the EOC Director, issue timely and consistent advisories and instructions for life safety, health, and assistance for the public
 At the request of the EOC Director, prepare media briefings and press releases for members of the agencies or City Policy Group
 Provide other assistance as necessary to facilitate their participation in media briefings and press conferences
o Form – Press Release
 Ensure that a rumor control function is established to correct false or erroneous information
 Ensure that adequate staff are available at incident sites to coordinate and conduct tours of the affected areas
 Provide appropriate staffing to efficiently handle incoming media and public calls  Prepare, update, and distribute to the public a Disaster Assistance Information Directory, which contains locations to obtain food, shelter, supplies, health services, etc.  Ensure that announcements, emergency information and materials are able to be electronically translated and accessible for special populations (non-English speaking, hearing impaired, etc.)
 Monitor broadcast media, using information to develop follow-up press releases and rumor control
 Ensure that file copies are maintained of all information released  Provide copies of all press releases to the EOC Director for approval Item K.1
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o Form – Press Release
 Prepare final press releases and advise media representatives of points-of-contact for follow-up stories
Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up. and forwarding phone number where you can be reached
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plan  Complete all required forms, reports, and other documentation. Provide all completed documentation to the Documentation Unit, prior to your departure  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report  Alongside EOC Director and Liaison Officer, make emergency termination notifications to City Council, Response Partners, Community, and Operational Area

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EOC Coordinator
Oversees the Emergency Operations Center (EOC) during incidents and ensures efficient communication and coordinate with local agencies and stakeholders to facilitate disaster response efforts regarding ongoing situations.

Elements Include:
• Assist and serve as an advisor to the EOC Director and General Staff • Provide information and guidance related to the internal functions of the EOC • Ensure all EOC resources are available for reference
Reports To:
• EOC Director
Plans and Reports:
• Orinda EOP
• EOC SOP
Forms and Guides:
• Position Checklist
• ICS-205A Communications List
• ICS-211 Check-In List
• ICS-214 Activity Log
Tools:
• Workstation
• Position Checklist
• Vest
Activation:
 Check in at the EOC sign-in station
o Form ICS-211
Item K.1
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o Form ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section and position briefing from available/appropriate personnel  Ensure readiness to maintain concise records of position activities Response:
 Assist the EOC Director and the General Staff in developing overall strategic objectives as well as section objectives for the EOC Action Plan
o Form ICS-202
o Planning P
 Advise the EOC Director on proper procedures for enacting emergency proclamations, emergency ordinances and resolutions, and other legal requirements o Form Proclamation Resolution
o Guide Legal Authorities
 Assist the Planning/Intelligence Section in the development, continuous updating, and execution of the EOC Action Plan
o Plan – EOC Action Plan
o Planning P
 Provide overall procedural guidance to General Staff
 Provide general advice and guidance to the EOC Director  Ensure that all appropriate notifications are made to same and one level higher EOCs (Contra Costa Operational Area)
 Ensure that all communications with appropriate emergency response agencies are established and maintained
 Ensure that EOC personnel are properly maintaining all documentation  Facilitate and attend periodic briefing sessions conducted by the EOC Director Shift Change:

Item K.1
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 Provide turnover briefing to position replacement. Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current Form ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone numbers where you can be reached
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to departure  Clean up work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report Item K.1
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Liaison Officer
Responsible for supporting other Agency Representatives assigned to the EOC and handling requests from other agencies for sending City liaison personnel to other EOCs.

Examples of potential external agencies sending EOC representatives:
• PG&E
• EBMUD
• EBRPD
• OUSD & AUHSD (and other School Districts)
• Telecoms (Verizon, AT&T, Comcast, etc.)
• Volunteer Organizations Active in Disasters (VOADs) (Red Cross, Salvation Army, Search and Rescue, Food Bank, etc.)
• Others…
Elements Include:
• Coordinate with Agency Representatives assigned to the EOC and handle requests from other agencies for sending liaison personnel to other EOCs • Function as a central location for incoming Agency Representatives, provide workspace, and arrange for support as necessary
• Interact with other sections and branches/groups/units within the EOC to obtain information, assist in coordination, and ensure the proper flow of information • Ensure that all developed guidelines, directives, action plans, and appropriate situation information is disseminated to Agency Representatives
Reports To:
• EOC Director
Plans and Reports:
• City EOP
• Current EOC Action Plan
Forms and Guides:
• Position Checklist
Item K.1
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• ICS-205 Communications List
• ICS-208 Safety Message
• ICS-211 Check-In List
• ICS-214 Activity Log
• ICS-215A Safety Analysis
Tools:
• Workstation
• Vest
Activation:
 Check in at the EOC
o Form ICS-211
o Form ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section and position briefing from available/appropriate personnel  Ensure readiness to maintain concise records of position activities Response:
 Arrange for VIP tours and coordinate with the PIO and Field Incident Commanders  Contact all on-site Agency Representatives. Make sure:
o They have signed into the EOC
o They understand their assigned function
o They know their work location
o They understand the EOC organization and floor plan (provide both)  Determine if outside liaison is required with other agencies such as:

Item K.1
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o Local/county/state/federal agencies
o Schools
o Volunteer organizations
o Private sector organizations
o Utilities not already represented
 Determine status and resource needs and availability of other agencies  Brief Agency Representatives on current situation, priorities and EOC Action Plan  Request Agency Representatives contact their agency, determine level of activation of agency facilities, and obtain any intelligence or situation information that may be useful to the EOC
 Notify and coordinate with adjacent jurisdictions on facilities and/or dangerous releases that may impose risk across boundaries
 Respond to requests for liaison personnel from other agencies  Act as liaison with state or federal emergency response officials and appropriate city personnel
 Determine if there are communication problems in contacting outside agencies. Provide information to the Communications Unit of the EOC Logistics Section  Know the working location for any Agency Representative assigned directly to a branch/unit
 Compile list of Agency Representatives (agency, name, EOC phone) and make available to all Section and Branches/Groups/Units
 Respond to requests from Sections, Branches and Units for Agency information. Direct requests to appropriate Agency Representatives
 Provide periodic update briefings to Agency Representatives as necessary Shift Change:
 Provide turnover briefing to position replacement. Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current Form ICS-214
 Provide list of other Agency Representatives assigned to the EOC and City liaisons assigned to other agencies
Item K.1
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 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone numbers where you can be reached
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Release agency representatives that are no longer required in the EOC when authorized by the EOC Director
 Collect any documentation from agency representatives that would be relevant for the after-action report
 Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to departure  Clean up work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report

Item K.1
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Agency Representative
Support the city by ensuring that their organizations’ resources, expertise, and information are effectively integrated into the overall incident management process.

Elements Include:
• Act as the point of contact for EOC Director
• Provide agency specific expertise
• Coordinate resource requests and allocations
• Relay information and updates
Reports To:
• EOC Director
Tools:
• Workstation
• Vest
Activation:
 Check in at the EOC with Liaison Officer and complete the sign-in process o Form ICS-211
o Form ICS-205
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
Response:
 Assist the EOC Director and the General Staff in developing overall strategic objectives as well as section objectives for the EOC Action Plan
Item K.1
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 Assist the Planning Section in the development, continuous updating, and execution of the EOC Action Plan
 Ensure that all communications with your agency are established and maintained  Facilitate and attend periodic briefing sessions conducted by the EOC Director  Have an understanding what resources your agency can provide given the emergency  Ensure that situational updates are received from your agency and are relayed to the City EOC
 Relay all City situational updates to your agency
 Ensure that a replacement is available at shift change if needed beyond the immediate operating period
Shift Change:
 Provide turnover briefing to position replacement, (if appropriate)  Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Participate in the development of the after-action report Item K.1
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Item K.1
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Legal Advisor
Responsible for advising the Policy Group, EOC Director, and the Management and General Staff on the legality and/or legal implications of contemplated emergency actions and policies (reference the California Emergency Services Act, Stafford Act, etc.). Prepares documents related to evacuations, curfews, and demolition of hazardous structures or conditions. Develops emergency rules, regulations and laws required for acquisition and/or control of critical resources.

Elements Include:
• Provide legal counsel to the EOC Director and all EOC Staff in legal matters pertaining to emergency response and recovery
• Assist in the preparation of proclamations, ordinances, and other legal documents; and maintains the City’s/Agency’s legal records and reports Reports To:
• EOC Director
Plans and Reports:
• EOC Action Plan – Provides Input
Forms and Guides:
• Position Checklist
• ICS-205 Communications List
• ICS-211 Check-In List
• ISCS-214 Activity Log
• Proclamation Resolution
• Guides – City Ordinances, County and State Code, 42 U.S.C. 5121 (Stafford Act as amended)
Tools:
• Workstation
• Position Binder
• Vest
Item K.1
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Activation:
 Check in at the EOC sign-in station
o Form ICS-211
o Form ICS-205
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section, and position briefing from available/appropriate personnel  Ensure readiness to maintain concise records of position activities o Form ICS-214
 Obtain additional staffing assistance for position through the Personnel Unit in Logistics, as required
Response:
 Assist as necessary with Emergency Proclamation Resolution Process and Forms o Form – Proclamation Resolution
 Provide technical knowledge of jurisdictional authorities  Develop emergency rules, regulations, and laws required for acquisition and/or control of critical resources
Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
Item K.1
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o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report Item K.1
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Operations Section Chief
Responsible for supervising the Operations Section and directing the management and coordination of local operational functions.

Elements Include:
• Ensure that the Operations function is carried out including coordination of activities for all operational tasks assigned by the EOC
• Direct accomplishment of operational objectives and assignments identified in the EOC Action Plan
• Establish the appropriate level of branch and unit organizations within the Operations Section
• Ensure Moraga-Orinda Fire District personnel respond to the EOC to serve as Fire and Rescue Branch Director and other positions as needed
• Exercise overall responsibility for the coordination of Branch and Unit activities within the Operations Section
o Form ICS-215
• Ensure that the Planning Section is provided with Status Reports and Major Incident Reports
• Conduct periodic Operations briefings for the EOC Director as required or requested Reports To:
• EOC Director
Direct Reports:
• Police Branch
• Fire and Rescue Branch
• Public Works Branch
• Mass Care Branch
Plans and Reports:
• EOC Action Plan – Supports Development
Documents and Updates:

Item K.1
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• Firefighting Status
• HAZMAT Status
• Mass Care Status
• Public Works Status
• Utility Status
Forms and Guides:
• Position Checklist
• Resource Request
• ICS-205A Communication List
• ICS-209 Incident Status Summary
• ICS-211 Check-In List
• ICS-213 Resource Request
• ICS-214 Activity Log
• ICS-215 Operational Planning Worksheet
Tools:
• Workstation
• Vest
Activation:
 Check in at the EOC
o Form ICS-211
o Form ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities o Form ICS-214
 Ensure that the Operations Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards Item K.1
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 Activate organizational elements within your EOC Section as needed and designate leaders for each element or combination of elements:
o Police Branch
o Fire and Rescue Branch
o Public Works Branch
o Mass Care Branch
 Request additional personnel for the EOC Section to maintain a 24-hour operation as required
 Inform the EOC Director and General Staff when your Section is fully operational  Review responsibilities of Branches/Groups/Units in your Section. Develop plans for carrying out all responsibilities
 Prepare work objectives for EOC Section staff and make staff assignments  Meet with Planning Section Chief and obtain a preliminary situation briefing  Determine 24-hour staffing requirements and request additional support as required.

Request additional personnel for the Section as necessary for 24-hour operation  Determine if there are mutual aid requests for these functional areas. Initiate coordination with appropriate mutual aid systems as required  Obtain a current communications status briefing from the Communications Unit in Logistics
 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 EOC Personnel Unit in Logistics
 Confer with the EOC Director to ensure that the Planning/Intelligence and Logistics Sections are staffed at levels necessary to provide adequate information and support for operations
 Coordinate with the Liaison Officer regarding the need for Agency Representatives in the Operations Section
 Coordinate with the Planning Section Chief to determine the need for any Technical Specialists
 Establish radio or phone communications with Incident Commander(s) and the County Operational Area as directed, and coordinate accordingly Item K.1
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 In the event of an expanding incident, determine activation status of other EOCs in the County Operational Area or adjacent areas and establish communication links with their Operations Sections
 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  Adopt a proactive attitude. Think ahead and anticipate situations and problems before they occur
Response:
 Ensure Operations Section position logs and other necessary files are maintained  Ensure that situation and resources information is provided to the Planning Section on a regular basis or as the situation requires, including Status Reports and Major Incident Reports
o Form ICS-209
o Reports:
▪ Report – Communication Status
▪ Report – Firefighting Status
▪ Report – HAZMAT Status
▪ Report – Mass Care Status
▪ Report – Public Safety Status
▪ Report – Public Works Status
▪ Report – Search & Rescue Status
▪ Report – Transportation Status
▪ Report – Utility Status
 Ensure that all media contacts are referred to the Public Information Officer  Conduct periodic briefings and work to reach consensus among staff on objectives and work assignments for forthcoming operational periods
o Form ICS-215
Item K.1
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 Attend and participate in EOC Director's Action Planning meetings  Provide the Planning Section Chief with the Operations Section's objectives prior to each Action Planning meeting
 Work closely with each Branch to ensure that the Operations Section objectives — as defined in the current Action Plan — are being addressed  Ensure that the branches coordinate all resource needs through the Logistics Section o Form ICS-213 Resource Request
 Ensure that intelligence information from Branch Coordinators is made available to the Planning/Intelligence Section in a timely manner
 Ensure that fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of emergency expenditures and daily time sheets)
 Inform the EOC Director on all major incident
 Complete a Major Incident Report for all major incidents; forward a copy to the Planning Section
 Brief Branch Directors periodically on any updated information you may have received.

Share status information with other sections as appropriate Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form Position Checklist
o Form Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans Item K.1
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 Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report

Item K.1
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Police Branch
Responsible for movement and evacuation operations. Directs law enforcement, and traffic control operations, and provide security at incident facilities. Coordinates incoming law enforcement mutual aid resources and assume responsibility as necessary for Fatalities Management, if the County Coroner is delayed in responding.

Elements Include:
• 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 (Contra Costa County) EOC
Reports To:
• Operations Section Chief
Plans and Reports:
• EOC Action Plan – Aids Development
Forms and Guides:
• Position Checklist
• ICS-205 Communication List
• ICS-211 Check-In List
• ICS-214 Activity Log
• Public Safety Status
Tools:
• Workstation
• Vest
Item K.1
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Activation:
 Check in at the EOC
o Form ICS-211
o Form ICS-205
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section, and position briefing from available and appropriate personnel
 Notify Watch Commander of status
 Ensure readiness to maintain concise records of position activities o Form ICS-214
 Based on the situation, activate the necessary units from Orinda Police and Contra Costa Sheriff’s Office
 Contact and assist the Operational Area EOC Law Enforcement and Coroner's Mutual Aid Coordinators as required or requested
 Based on the initial EOC strategic objectives, prepare objectives for the Police Branch and provide them to the Operations Section Chief prior to the first Action Planning meeting
Response:
 Ensure that Branch position logs and other necessary files are maintained  Maintain status on Law Enforcement missions being conducted  Direct field units to report pertinent information (casualties, damage observations, evacuating status, HAZMAT levels, chemical exposure, etc.) to the appropriate EOC Operations Branch
 Ensure that field units begin safety/damage assessment survey of critical facilities and report status information to the EOC Planning Section through the EOC Operations Section
 Provide the Operations Section Chief and the Planning Section with an overall summary of Police Branch operations periodically or as requested during the operational period o Report – Public Safety Status
Item K.1
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 On a regular basis, complete and maintain the Law Enforcement Status Report  Refer all contacts with the media to the Public Information Branch  Ensure that all fiscal and administrative requirements are coordinated through the Finance Section (notification of any emergency expenditures and daily time sheets)  Prepare objectives for the Police Branch for the subsequent Operational period; provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning Meeting
 Provide incoming Police Branch relief with a briefing at shift change, informing them of all ongoing activities, branch objectives, and any other pertinent information Evacuation:
 In coordination with Fire Rescue Branch, designate area to be warned and/or evacuated  Establish emergency traffic routes in coordination with the Public Works Branch  Verify safety of evacuation routes and time to complete evacuation  Ensure that evacuation routes do not pass through hazard zones  Identify and establish traffic and direction control points  Provide traffic control for evacuation and perimeter control for affected areas  Establish evacuation assembly points
 Coordinate the evacuation of hazardous areas with neighboring jurisdictions and other affected agencies
 Coordinate with Mass Care Branch to open evacuation centers  Coordinate with the Public Works Branch for access control and to deploy necessary barricades and signs (such as Miner Road contra-flow signage)  Place towing services on stand-by to assist disabled vehicles on evacuation routes  Attempt to identify any persons or facilities that have special evacuation requirements; i.e. disabled, elderly, mobility impaired, etc.
 Coordinate with the EOC Personnel Unit of the EOC Logistics Section for additional or specialty transportation services
 With the assistance of the Public Information Officer, develop the warning and evacuation messages to be delivered via Public Address systems. At a minimum the message should include:

Item K.1
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o Nature of the emergency and exact threat to public
o Threat areas
o Time available for evacuation
o Evacuation routes
o Location of shelters/evacuee assistance centers
o Radio stations carrying instructions and details
 Coordinate emergency warning and messages with the EOC Director and the PIO.

Consider the following dissemination methods:
o Use the Emergency Alert System (EAS) for local radio delivery of warnings. The Police Chief and designated Police Department staff have the authority to request an EAS warning via the Contra Costa Sheriff’s Office
o Notify police units to use loudspeakers and sirens to announce warning messages o Determine if helicopters are available and/or appropriate for announcing warnings o Use volunteers, reserves and other city personnel as necessary to help with warnings. Request through the EOC Logistics Section
o Ensure that Dispatch notifies special facilities requiring warning and/or notification (i.e. hospitals, schools, government facilities, special industries, etc.)  Ensure provision of emergency alerts (IPAWS) for people with disabilities and others with access and functional needs
 Warn all people with disabilities and others with access and functional needs such as non-English speaking, and hearing and sight impaired persons of the emergency situation/hazard by:
o Using bilingual employees whenever possible
o Utilizing TTY machines and 9-1-1 translation services to contact the deaf o Using available online resources for translation if needed  Check vacated areas to ensure that all people have received warnings  Implement the evacuation portion of the EOC Action Plan  Consider using city vehicles if threat is imminent. Coordinate use of city vehicles (trucks, passenger vehicles, etc.) with the EOC Supplies Unit of the EOC Logistics Section. Encourage evacuees to use private vehicles as much as possible  Monitor status of warning and evacuation processes
Security:

Item K.1
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 Coordinate security in the affected areas to protect public and private property  Coordinate security for critical facilities and resources  Coordinate law enforcement and crowd control services at mass care and evacuation centers of local residents and or from residents from outside the City’s jurisdiction  Coordinate with the Public Works Branch for street closures and to board-up buildings  Enforce curfew and other emergency orders, as identified in the EOC Action Plan  Request mutual aid assistance through the Law Enforcement Mutual Aid Coordinator  Provide access control to damaged areas
 Provide information to the PIO on matters related to public safety  Provide vehicle security and parking issues at incident facilities and coordinate security if necessary
 In coordination with the Fire Rescue Branch, develop procedures for safe re-entry into evacuated areas
 Ensure post incident investigation is conducted and documented Fatalities Management:
 Coordinate the need for Coroner duties and fatalities management as needed  Ensure that Coroner notification has been made to the Contra Costa Operational Area.

Determine the expected time of arrival
 Coordinate the removal and disposition of the dead
 Continually attempt to contact the County Coroner to advise the condition and needs.

Return control of function as soon as possible to that office  Establish temporary morgue facilities
 Coordinate with local morticians for assistance
 Coordinate with the EOC Supplies Units of the EOC Logistics Section to arrange for cold storage locations and transportation for temporary body storage  Coordinate with the EOC Supplies Unit of the EOC Logistics Section for procurement of body bags, tags, gloves, masks, stretchers, and other support items  Coordinate with Public Works and Fire Rescue Branches on removal procedures for bodies within unstable or hazardous structures
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 Advise all personnel involved in remains recovery operations of the specific documentation requirements
 Ensure that assigned personnel and volunteers are monitored for stress, morale, or psychological problems related to body recovery operations  Consider changing shifts at six hours if involved in remains recovery  Arrange for Critical Incident Stress Debriefing for all personnel involved in coroner operations through the EOC Personnel Unit of the EOC Logistics Section  Maintain list of known dead. Maintain a log of remains recovery operations to be provided to the County Coroner as requested or upon conclusion of the emergency  Provide assistance to the Coroner in the identification of remains if requested  Notify next of kin as advised by the Coroner
 Provide data on casualty counts to the EOC
 In a hazardous materials incident, determine if special remains handling procedures will be required to avoid contamination
 Be prepared to relocate morgue facilities if they become located in a potentially hazardous area
Animal Care:
 Provide for rescue, care, shelter, and essential needs to individuals with household pets and service animals; and to the pets and animals themselves  Coordinate with animal care agencies and the EOC Mass Care / ADA/AFN / Animals Branch for establishing potential shelters for animals per the PETS Act (Public Law 109- 308)
 Take required animal control measures as necessary
Additional Actions for Response to Hazardous Material Release Incidents:
 Ensure that all personnel remain upwind or upstream of the incident site. This may require repositioning of personnel and equipment as conditions change  Notify appropriate local, state, and federal hazard response agencies  Support the Unified Command Post as requested
Item K.1
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 Assist in efforts to identify released substances, including locating shipping papers and placards, and contacting as required: County Health, Cal OES, shipper, manufacturer, etc.
 Consider the need for evacuations of communities potentially affected by the release Additional Actions in Response to Localized Flooding and Landslides:
 Notify all units of areas of localized flooding or landslides  Set up traffic control and detours around flooded areas or landslides  Direct mobile units to warn public of localized flooding and traffic dangers due to flooding. Continue warning as long as needed
Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached Item K.1
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 Be prepared to provide input to the after-action report

Item K.1
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Fire and Rescue Branch
Responsible for coordinating personnel, equipment, and resources committed to fire and search and rescue elements of the incident.

Elements Include:
• Coordinate the Fire and Rescue Branch activities with the Operational Area • Coordinate fire and urban search and rescue operations • Assist Fire and 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 maintains status of unassigned fire and rescue resources
• Coordinate with the Police Branch Coordinator on jurisdiction Search and Rescue activities. Implement the objectives of the EOC Action Plan assigned to the Fire and Rescue Branch
Reports To:
• Operations Section Chief
Plans and Reports:
• Firefighting Status
• Search and Rescue Status
Forms and Guides:
• Position Checklist
• ICS-205 Communication List
• ICS-209 Incident Status Summary
• ICS-211 Check-In List
• ICS-214 Activity Log
• Fire Deployed Resources
Item K.1
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Tools:
• Workstation
• Position Binder (can be electronic )
• Vest
Activation:
 Check in at the EOC
o Form ICS-211
o Form ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities o Form ICS-214
 If the mutual aid system is activated, coordinate use of fire resources with the Operational Area Fire and Rescue Mutual Aid Coordinator o Form - Fire Deployed Resources
Response:
 Obtain and maintain current status on Fire and Rescue missions being conducted within the City of Orinda
 Provide the Operations Section Chief and the Planning Section with an overall summary of Fire and Rescue Branch operations periodically or as requested during the operational period
o Form ICS-209 or
o Firefighting Status Report
o Search and Rescue Status
 Report to the Operational Area Fire and Rescue Coordinator on major problems, actions taken, and mutual aid resources available or needed
 Assist in dissemination of warning to the public
Item K.1
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 Provide fire protection and safety assessment of shelters  Ensure that the Windshield Survey assessments are being carried out by field units  On a regular basis, complete and maintain the Fire and Rescue Status Report  Refer all contacts with the media to the Public Information Branch  Ensure that Branch and Unit position logs and other necessary files are maintained Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report Item K.1
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Public Works and
Engineering Branch
Tasked with evaluating and assessing the safety and condition of public roadways, drainages, and other public infrastructure. Responsible for providing engineering services to inspect and assess buildings, structures, and property for safety of occupancy. Manages emergency construction, traffic management, and debris clearing as needed.

Elements Include:
• Assist other Operation Section Branches by providing construction equipment and operators as necessary
• Provide heavy equipment assistance to the Damage/Safety Assessment Unit as required • Provide emergency construction and repair to damaged roadways • Provide flood-fighting assistance, such as sandbagging, rerouting floodwaters away from populated areas, and streambed debris clearance
• Inspect for re-occupancy of key City facilities by departments responsible for emergency response and recovery
• Provide the Public Works or Engineering support as requested for other EOC Operations Section Branches
• Coordinate safety assessments of damage to buildings, structures and property within the City
• Provide safety assessment information and statistics to the Damage Assessment Unit of the EOC Planning Section
• Implement emergency building regulations as determined from performance of structures until the Contra Costa County Building Inspector is able to respond Reports To:
• Operations Section Chief
Plans and Reports:
• Public Works Status Report
Forms and Guides:

Item K.1
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• Position Checklist
• ICS-205 Communication List
• ICS-211 Check-In List
• ICS-214 Activity Log
Tools:
• Workstation
• Vest
Activation:
 Check in at the EOC
o Form ICS-211
o Form ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities o Form ICS-214
Response:

Public Works
 Establish and maintain a position log and other necessary files  Ensure that appropriate staff are available to assist other emergency responders with the operation of heavy equipment, in coordination with the Logistics Section  Ensure that engineering staff are available to assist the Damage/Safety Assessment Unit in inspecting damaged structures and facilities
 Assure that all emergency equipment has been moved from unsafe areas Item K.1
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 As requested, direct staff to provide flood fighting assistance, clear debris from roadways, assist with utility restoration, and build temporary emergency structures  Ensure that sources of potable water and sanitary sewage systems are available and protected from potential hazards
 Develop priorities and coordinate with utility companies for restoration of utilities to critical and essential facilities
 In coordination with the Police Branch, determine status of the Disaster Routes and other transportation routes into and within the affected area  Coordinate with the Police Branch to ensure the safety of evacuation routes following a devastating event
 Determine present priorities and estimated times for restoration. Clear and reopen Disaster Routes on a priority basis
 Coordinate with the EOC Supplies Unit of the EOC Logistics Section for sanitation service during an emergency. Work closely with the Logistics Section to provide other support and material
 Receive and process all requests for Public Works resources  Maintain back-up power in the EOC
 Refer all contacts with the media to the Public Information Officer Engineering
 Survey all local facilities, assessing the damage to such facilities, and coordinating the repair of damage
 Survey other infrastructure systems, such as local roads, bridges, sewer, and water systems within the City
 Begin to organize the inspection of critical facilities (priority) and other facilities within the impacted incident area once safe to do so:
o EOC
o Police stations
o Fire stations (with permission from MOFD)
o Doctors’ offices and clinics*
o Congregate care facilities (including private schools, convalescent care facilities, board and care facilities, day care centers, etc.)
o Public schools*
Item K.1
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o Public Works facilities
o Potential Hazardous Materials facilities, including gas stations o Designated shelters
o Unreinforced masonry buildings
o Concrete tilt-up buildings
o Multi-story structures—commercial, industrial and residential o Mobile homes/modular structures*
o Single-family dwellings
*Note: Certain facilities may fall under the jurisdiction of State or County inspectors. These agencies may exercise their jurisdictional authority to inspect these facilities. As a practical matter, there are very few State inspectors available, and they may not be able to respond in a timely manner during the initial stages of the emergency/disaster.

Use a Three Phased Approach to Inspection Based Upon Existing Disaster Intelligence:
• General Area Survey of Structures
• Applied Technology Council-20 (ATC-20) Rapid Inspection (ATC Safety Assessment) • ATC-20 Detailed Inspection
 Be prepared to start over due to aftershocks if the hazard was an earthquake  Alert and stage safety assessment teams as needed
 Arrange for necessary communications equipment from the Communications/IT Unit of the EOC Logistics Section and distribute it to all field personnel (e.g., radios, cellular phones, etc.)
 Coordinate the City Public Works Staff on to address immediate post-event issues (i.e., debris removal, demolition, erecting temporary barriers or fences, etc.)  After completion of the safety/damage survey, develop a preliminary estimate of the need for mutual aid assistance. Request mutual assistance through the Operations Section Chief
 Implement procedures for posting of building occupancy safety status using ATC-20 placard guidelines
 Implement a data tracking system to document and report safety assessment information and forward to the Planning Section
 Brief all personnel on Departmental emergency operating procedures and assignments  Assess the need to require potentially unsafe structures to be vacated Item K.1
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 Provide structural evaluation of mass care and shelter facilities reports to the Mass Care Branch
 Consider establishing a field site outside of the EOC to direct and coordinate safety assessment and inspection teams
 Coordinate with the PIO to establish public information and assistance request intake centers
 Consider using 24-hour inspection call-in lines to take damage reports and requests for safety inspections
 Direct field personnel to advise property owners and tenants that multiple inspections of damage property may be required by various assisting agencies, including American Red Cross, FEMA, Cal OES, local Building and Safety, insurance carriers, and other local, state and federal agencies. If needed, request police escort of safety assessment and inspection personnel
Water/Utility
 Determine the need to staff a task group based on the need for water/power services and secure resources through the Logistics Section
 Contact Contra Costa Health, EBMUD (water), PG&E (electric and gas utility), MoragaOrinda Fire District, Contra Costa County Sheriff’s Office, Central San (sewage) and other sources to compile situation information including:
o Estimated duration of systems/outage
o Geographical area affected
o Population affected
o Actions taken to restore system
o Resources needed to reactivate system
Water
 Determine the cause and extent of water system damage for both potable and fire hydrant systems
 Determine the emergency potable water needs (quantity and prioritized areas)  Notify the Operations Section Chief of the situation and need for mutual aid, as well as participate in conference calls as requested
 Connect Contra Costa Health with PIO to provide situation reports for affected areas (including information on boil water order areas)
Item K.1
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 Evaluate and prioritize potable water needs (quantity/location/ duration—minimum two gallons per person per day)
 In coordination with the EOC Logistics Section, identify and obtain potable water resources. If necessary, recommend the EOC Director request mutual aid to identify and/or obtain water resources.
 Identify and secure locations for water distribution points (e.g., parks, city facilities, shelters, etc.)
 In coordination with the EOC Logistics Section, identify and secure staff resources needed to operate water distribution points (if necessary, coordinate with the EOC Personnel Unit in the Logistics Section to obtain additional staffing resources)  Consult with County Department of Health Services, water utilities, and PIO for appropriate public information to share (and how to direct any media requests) as they interface with the public
 Transmit to Finance Section data on costs incurred in efforts to purchase and distribute potable water
Utility
 Determine emergency power needs for critical facilities (outside resources for power generation)
 Coordinate with local electric and gas utilities for information affecting the City. Gather emergency contact information from each utility that provides service  Coordinate with schools, daycare centers, nursing homes, rest homes, hospitals, etc. to take proper precautions and emergency actions during a major power failure  Determine the availability of emergency generators. Request mutual aid emergency generators via the County Operational Area
 Coordinate with local planning boards and inspection departments regarding building codes and code enforcement to minimize damages that might occur from a prolonged power failure
 Conduct safety assessments of critical facilities and the impact of a major power failure these facilities
 Communicate with the PIO and EOC Director to assist in the timely and accurate Emergency Alert System (EAS) activation if necessary
 Procure or produce information pamphlets for distribution to the public with assistance from utilities, e.g., "What To Do When the Lights Go Out" Item K.1
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 Coordinate with the Mass Care Branch to activate the American Red Cross, public and private agencies and other non-governmental organizations to implement shelter operations, as appropriate
Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report

Item K.1
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Mass Care Branch
Responsible for opening and operating evacuation centers and mass care facilities in the City until, and if, the American Red Cross (ARC) assumes responsibility; coordinating efforts with ARC and other volunteer agencies; and supporting the Personnel Unit in the care and sheltering of employees and their families. Ensures coordination of mass care services to provide for the safety and well-being of household pets and service animals during evacuations and sheltering.

Elements Include:
• Identify the care and shelter needs of the community
• Work with the ARC to establish shelters as required
• Coordinate with the ARC and other emergency welfare agencies to identify, set up, staff and maintain evacuation centers and mass care facilities for survivors • Via the media, encourage residents to go to the shelter nearest their residence • Coordinate animal care, rescue operations and sheltering • Coordinate pet evacuations with Law Enforcement for people that will not evacuate if they have to leave their pets
Reports To:
• Operations Section Chief
Plans and Reports:
• Mass Care Status Report
Forms and Guides:
• Position Checklist
• ICS-205 Communication List
• ICS-211 Check-In List
• ICS-214 Activity Log
Tools:
• Workstation
• Vest
Item K.1
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Activation:
 Check in at the EOC
o Form ICS-211
o Form ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist. Receive situation, section, and position briefing from available and appropriate personnel
 Ascertain that key Mass Care Branch personnel are in the EOC or have been notified  Ensure that all Mass Care Branch personnel have completed status check on equipment, facilities and operational capabilities
 Ensure readiness to maintain concise records of position activities o Form ICS-214
Response:
 If the EOC is activated, contact ARC and request a liaison for City EOC  In coordination with the other Operations Branches, identify the Mass Care needs of the community
 Determine the need for opening evacuation centers or mass care shelters  Identify and prioritize which pre-identified shelter sites will be used and determine their availability
 Following an earthquake and after each significant aftershock, ensure that Public Works or the Building Inspector has inspected each shelter site prior to (re)occupancy  In conjunction with the ARC, ensure shelter management teams are organized and facilities are ready for occupancy, meeting all health, safety and ADA standards  Assist the ARC to ensure adequate food supplies, equipment and other supplies to operate mass care facilities. Coordinate procurement and distribution through the ARC or the EOC Logistics Section if requested by ARC
 In conjunction with the ARC, open evacuation centers in low-risk areas and inform public of locations as required
Item K.1
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 In conjunction with the ARC, manage Mass Care Branch activities (staffing, registration, shelter, feeding, pertinent evacuee information, etc.)
 Coordinate with the EOC Personnel Unit of the EOC Logistics Section to contact volunteer agencies and recall City staff to assist with mass care functions including basic first aid, shelter and feeding of evacuees and sanitation needs  Coordinate with the Town of Moraga and City of Lafayette’s Mass Care Branches for sheltering of residential care and people with disabilities and others with access and functional needs populations
 Coordinate with ARC and other volunteer agencies for emergency mass feeding operations
 Provide and maintain feeding areas within the shelter that are free from contamination and meet all health, safety, and ADA standards
 Coordinate with the Operational Area Mass Care Branch, ARC, other volunteer organizations, and private sector if mass feeding or other support is required at spontaneous shelter sites (e.g. in parks, schools, etc.)  Coordinate with the Communications Unit of the Logistic Sections to provide communications where needed to link mass care facilities, the EOC, and other key facilities
 Coordinate with the EOC Logistics Section for the care of pets of the evacuated or sheltered people
 Coordinate with the EOC Supplies Unit of the EOC Logistics Section for the transportation of evacuated people to the shelter(s)
 Ensure shelter managers make periodic activity reports to the EOC including requests for delivery of equipment and supplies, any City expenditures, damages, casualties, and numbers and types of persons sheltered. The Operations Section will determine the reporting period
 Coordinate with animal care agencies and the EOC Logistics Section for evacuation of and potential shelters for animals (per the PETS Act.) Take required animal control measures as necessary
 Coordinate with the EOC Logistics Section in the evacuation and relocation or shelterin-place of any mass care facilities, which may be threatened by any hazardous conditions
 Coordinate with the ARC in relocating and closing of shelter operations. Coordinate with adjacent communities if needed
Item K.1
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 In coordination with the ARC, activate an inquiry registry service to reunite families and respond to inquiries from relatives or friends
 Assist the ARC with the transition from operating shelters for displaced persons to separate family/individual housing
 Complete and maintain the Mass Care Branch Status Report Form o Report Mass Care Status
 Refer all contacts with the media to the Public Information Officer Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report Item K.1
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Item K.1
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Planning Section Chief
Responsible for the performance of the Planning Section including collecting, analyzing and displaying situation information, preparing situation reports, initiating and documenting the EOC Action Plan and After-Action Report, and planning for long term response and advanced planning.

Elements Include:
• Lead and direct the Planning Section
• Collect, analyze, and display situation information
• Prepare periodic Situation Reports
• Prepare and distribute the EOC Action Plan and facilitate the Action Planning meeting • Conduct Advance Planning activities and reporting
• Provide technical support services to the various EOC sections and branches, and document and maintain files on all EOC activities
• In coordination with the other Section Chiefs, ensure that Status Reports are completed and utilized as a basis for and the EOC Action Plan
• Keep the EOC Director informed of significant issues affecting the Planning Section Reports To:
• EOC Director
Direct Reports:
• Situation Analysis Unit
• Documentation Unit
• Recovery Unit
• Resource Status Unit
Plans and Documents:
• EOC Action Plan / Oversee Development and Oversight
• Advance Plans / Oversee Development
• Operation Section Reports / Oversees Compilation and Distribution Item K.1
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• City After-Action Report / Supports Development
Forms and Guides:
• Position Checklist
• Form ICS-201
• Form ICS-202
• Form ICS-205
• Form ICS-207
• Form ICS-208
• Form ICS-211
• Form ICS-213
• Form ICS-215
• Form ICS-215A
• Form ICS-230
Tools:
• Workstation
• Vest
Activation:
 Check in at the EOC
o Form ICS-211
o Form ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section and position briefing from EOC Director if available  Ensure readiness to maintain concise records of position activities o Form ICS-214
 Ensure that the Planning Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards Item K.1
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 Establish contact with the County Operational Area EOC when activated. Coordinate Situation Analysis Reports with their Planning Section
o Form ICS-209
o Report – Situation Status
 Meet with Operations Section Chief and obtain and review any major incident reports.

Review responsibilities of units in the section to develop plans for carrying out all responsibilities
 Make a list of key issues to be addressed by Planning in consultation with section staff  Identify objectives to be accomplished during the initial Operational Period o Form ICS-209
 Keep the EOC Director informed of significant events
 Request additional personnel for the Section as necessary to maintain a 24-hour operation
 Adopt a proactive attitude, thinking ahead, and anticipating situations and problems before they occur
Response:
 Ensure that Planning Section position logs and other necessary files are maintained  Ensure that the Situation Analysis Unit is maintaining current information for the Situation Summary Report
 Ensure that major incident reports and status reports are completed by the Operations Section and are accessible by the Planning Section
 Ensure that a situation analysis report is produced and distributed to EOC Sections and the Operational Area EOC at least once, prior to the end of the operational period o Form ICS-209
o Report – Situation 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 Branch has immediate and unlimited access to all status reports and displays
Item K.1
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 Conduct periodic briefings with Section staff and work to reach consensus among staff on Section objectives for forthcoming operational periods o Form ICS-201
 Facilitate the EOC Director's Action Planning meetings approximately two (2) hours before the end of each operational period
o Form ICS-230
 Ensure that objectives for each Section are completed, collected and posted in preparation for the next Action Planning meeting
 Ensure that the EOC Action Plan is completed and distributed prior to the start of the next operational period
(See EOC Base Plan - Appendix E: Action Planning and Situation Reporting) o Form ICS-201
o Form ICS-202
o Form ICS-205A
o Form ICS-207
o Form ICS-208
o Form ICS-211
o Form ICS-213
o Form ICS-215
o Form ICS-215A
o Form ICS-230
o Plan – EOC Action Plan
 Work closely with each Unit within the Planning Section to ensure the section objectives, as defined in the current EOC Action Plan, are addressed  Ensure that the Situation Analysis Unit develops and distributes a report which highlights forecasted events or conditions likely to occur beyond the forthcoming operational period; particularly those situations which may influence the overall strategic objectives
 Ensure that the Documentation Unit maintains files on all EOC activities and provides reproduction and archiving services for the EOC, as required  Provide technical specialists to all EOC sections as required Shift Change:

Item K.1
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 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205A
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report Item K.1
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Situation Analysis Unit
Responsible for the collection, evaluation, organization, analysis, and display of incident status and situation information, as well as compiling incident status reports.

Elements Include:
• Collect, organize, and analyze situation information related to the emergency/incident • Ensure that information collected from all sources is validated prior to posting on status boards
• Ensure that situation analysis reports are developed for dissemination to EOC staff and to other EOCs as required
• Ensure that an EOC Action Plan is developed for each operational period • Ensure that all maps, status boards and info displays contain current information Reports To:
• Planning Section Chief
Plans and Reports:
• EOC Action Plan - Support Development and Distribution • Operation Section Reports - Supports Compilation and Distribution Forms and Guides:
• Position Checklist
• Form ICS-202 Incident Objectives
• Form ICS-205A Communication List
• Form ICS-209 Incident Status Summary
• Form ICS-211 Check-In List
• Form ICS-214 Activity
• Guide – Planning P (Appendix C)
• Guide – Information Collection and Dissemination Plan (Appendix B) Tools:
• Workstation
Item K.1
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• Position Binder (can be electronic)
• Vest
Activation:
 Check in at the EOC
o Form ICS-211
o Form ICS-205A
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section, and position briefing from available and appropriate personnel
 Ensure readiness to maintain concise records of position activities o Form ICS-214
 Contact the Operational Area (Contra Costa County EOC) and local government EOCs in the operational area and establish a schedule for obtaining situation reports  Ensure there are adequate staff available to collect and analyze incoming information  Maintain the Situation Analysis Report and facilitate the Action Planning process o Form ICS-209
o Report – Situation Status
o Guide – Planning P (Appendix C, pages 30-31)
o Guide – Information Collection and Dissemination (Appendix B)  Prepare Situation Analysis Unit objectives for the initial Action Planning meeting o Form ICS-202
Response:
 Oversee the collection and analysis of all emergencies related information  Oversee the preparation and distribution of the Situation Report  Coordinate with the Documentation Unit for manual distribution and reproduction as required
o Form ICS-209
o Report – Situation Status
Item K.1
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 Ensure that each EOC Section provides the Situation Analysis Unit with Status Reports on a regular basis
 Develop sources of information and assist the Planning Section Chief in collecting, organizing, and analyzing data to provide situational awareness o Guide – Information Collection and Dissemination (Appendix B)  Prepare required Operational Area reports. Obtain approval from the Planning Section Chief and transmit to the Operational Area
 Utilize GIS resources (if available) to develop maps, displays of incident geographic information, and other data visualizations
 Meet with the Public Information Officer to determine the best method for ensuring their access to current verified information
 Prepare a situation summary for the EOC Action Planning meeting o Form ICS-209
o Report – Situation Status
 Ensure each Section provides their objectives at least 30 minutes prior to each Action Planning meeting
 In preparation for the Action Planning meeting, ensure that all EOC objectives are posted on charts
 Ensure the meeting room is set up with appropriate equipment and materials (easels, markers, situation analysis reports, etc.)
 Following the meeting, ensure that the Documentation Unit publishes and distributes the EOC Action Plan prior to the beginning of the next operational period  Ensure that adequate staff are assigned to maintain all maps, status boards and other displays
Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit Item K.1
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 Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report Item K.1
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Documentation Unit
Responsible for maintaining complete documentation of the emergency. This includes damage assessment reports, EOC action reports, after-action and corrective-action reports, unit logs, and meeting agendas and notes.

Elements Include:
• Collect, organize and file all completed emergency related forms, to include: all EOC position logs, situation analysis reports, EOC Action Plans, and any other related information, just prior to the end of each operational period • Provide document reproduction services to EOC staff
• Distribute the EOC situation analysis reports, EOC Action Plan, and other documents, as required
• Maintain a permanent electronic archive of all situation reports and Action Plans associated with the emergency
• Assist the EOC Coordinator in the preparation and distribution of the after-action report Reports To:
• Planning Section Chief
Plans and Reports:
• EOC Action Plan – Support Development and Distribution • Operation Section Reports – Support Compilation and Distribution Forms and Guides:
• Position Checklist
• Form ICS-201
• Form ICS-202
• Form ICS-205
• Form ICS-207
• Form ICS-208
• Form ICS-211
• Form ICS-213
• Form ICS-215
Item K.1
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• Form ICS-215A
• Form ICS-230
Tools:
• Workstation
• Position Binder (can be electronic)
• Vest
Activation:
 Check in at the EOC
o Form ICS-211
o Form ICS-205
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities o Form ICS-214
Response:
 Establish and maintain a position log and other necessary files  Meet with the Planning Section Chief to determine what EOC materials should be maintained as official records
 Meet with the Recovery Unit Leader to determine what EOC materials and documents are necessary to provide accurate records and documentation for recovery purposes  Initiate and maintain a roster of all activated EOC positions to ensure that position logs are accounted for and submitted to this position at the end of each shift o Form ICS-207
o Form ICS-205
 Reproduce and distribute the Situation Reports and Action Plans. Ensure distribution is made to the Operational Area EOC
o Form ICS-209
Item K.1
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o Report – Situation Status
o Form ICS-201
o Form ICS-202
o Form ICS-205A
o Form ICS-207
o Form ICS-208
o Form ICS-211
o Form ICS-213
o Form ICS-215
o Form ICS-215A
o Form ICS-230
o Plan – EOC Action Plan
 Keep extra copies of reports and plans available for special distribution as required  Set up and maintain document reproduction services for the EOC  Ensure distribution and use of message center forms to capture a written record of actions requiring application of resources, requests for resources or other directions/information requiring use of the message center form  Ensure the development of a filing system to collect, log, and compile copies of message center forms according to procedures approved by the Planning Section Chief  Identify and establish a “runner” support system for collecting and duplicating journals, logs and message center forms throughout the EOC
 Establish and manage the EOC Message Center
 Route and deliver messages throughout the EOC and retain copies for documentation  Ensure all messages are composed on a hard copy message form* *Not applicable if done via electronic resources, (e-mail, MS Teams, Web EOC, etc.) Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
Item K.1
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o Form – Current ICS-214
 Collect all completed documentation from EOC for the operational period  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Complete all required forms, reports, and other documentation  Provide all completed documentation to the Planning Section Chief, prior to your departure
 Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report

Item K.1
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Recovery Unit
Responsible for ensuring all critical recovery tasks are addressed to support community resilience and the restoration of essential services.

Elements Include:
• Responsible for overall management, planning, and coordination of recovery operations.

Serves as the main point of contact within the EOC for recovery issues.

Reports To:
• Planning Section Chief
Plans and Reports:
• EOC Action Plan – Support Development and Distribution • Operation Section Reports – Support Compilation and Distribution • Recovery Plan
Forms and Guides:
• Position Checklist
• Form ICS-201
• Form ICS-202
• Form ICS-205
Tools:
• Workstation
• Vest
Activation:
 Check in at the EOC
o Form ICS-211
Item K.1
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o Form ICS-205
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section, and position briefing from available and appropriate personnel
 Ensure readiness to maintain concise records of position activities o Form ICS-214
Response:
 Assess and document initial damages and impacts with the aid of the Public Works Branch
 Identify and prioritize recovery needs (infrastructure, housing, public health, local business)
 Initiate contact with recovery partners and resource providers  Track requests and deployment of recovery resources
 Monitor ongoing recovery activities and update status boards  Maintain regular communication with field recovery teams (Pub Works, Volunteer, or Contract)
 Support the transition from response to recovery phases  Participate in EOC briefings and planning meetings
 Share situational updates with other EOC Section
 Coordinate with external agencies (FEMA, Cal OES, NGOs, as needed)  Document all significant recovery decisions and actions  Ensure accessibility and equity in all recovery activities  Support public messaging about recovery resources and assistance  Monitor for emerging recovery needs and adapt plans accordingly Shift Change:
 Provide turnover briefing to position replacement
Item K.1
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 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
o Recovery Plan
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report

Item K.1
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Resource Status Unit
Responsible for tracking and maintaining the status and location of all incident resources including personnel, teams, equipment, and transportation. Leads planning processes for complex incidents spanning multiple operational periods and/or requiring recovery operations.

Elements Include:
• Track and documenting resources including personnel, critical resources, transportation and support equipment.
• Coordinate closely with all units in the Logistics Section — particularly the Supplies Unit and Personnel Unit
• Conduct planning processes beyond the current operational period Reports To:
• Planning Section Chief
Plans and Reports:
• EOC Action Plan
• Resource Tracking Form/Status Boards
Forms and Guides:
• Position Checklist
• ICS-205A Communication List
• ICS-207 Organization Chart
• ICS-211 Check-In List
• ICS-213 Resource Request
• ICS-214 Activity Log
Tools:
• Workstation
• Vest
Item K.1
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Activation:
 Check in at the EOC
o Form ICS-211
o Form ICS-205
 Assist with EOC Set-up (f not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities o Form ICS-214
Response:
 Attend the Tactics/Strategy meeting (led by the Operations Section Chief) to complete the Operational Planning Worksheet
o Form ICS-215
 Track resource request for personnel, supplies, services, and equipment – as determined from the Operational Planning Worksheet developed during the Tactics/Strategy meeting o Form ICS-213
 Verify proper check-in and check-out of personnel in the EOC using a Recorder o Form ICS-211
 Provides resource information to the Situation Analysis Unit and Logistics Section o Form ICS-209
 Assist in preparation of Organization Charts — post initial Org Chart and updates where clearly visible (Use Status Board if available)
 Establish contact with the incident command post with assistance from Operations Section
 Establish contact with Operational Area (Contra Costa County EOC) Resource Tracking Units, and other outside agencies as required, to coordinate information sharing procedures to include:
o New purchases /rentals
o New volunteers / personnel
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o New donations
o New supplies / equipment / facilities
o Location of enroute resources and estimated time of arrival o Current status of deployed resources
 Confirm resource status boards are established. Coordinate resource status / location boards and update information sharing procedures
 Ensure updates to GIS maps (if available) indicate locations and status of EOC resources  Maintain a master list that captures date and time resources were acquired, type and category of acquired resources (use NIMS typing guidelines), quantity, status/condition, destination and estimated time of arrival
 Archive all Resource Status / Location reports for use in developing after-action reports  Provide final reports to the Documentation Unit, Recovery Unit Leader, and Cost Unit detailing total assets deployed and post-emergency status Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone numbers where you can be reached.
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief Item K.1
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 Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report Item K.1
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Logistics Section Chief
Responsible for managing and coordinating logistical response efforts and the acquisition, transportation, and mobilization of resources.

Elements Include:
• Supervise the Logistics Section
• Ensure the Logistics function is carried out in support of the EOC • Provide communication services, equipment acquisition, supply, personnel, and transportation services, as well as arranging for food, lodging, management of donations, and other support services (as required)
• Establish the appropriate level of branch and/or unit staffing, continuously monitor the effectiveness of the organization and modifying as required • Ensure Section objectives as stated in the EOC Action Plan are accomplished within the operational period or within the estimated time frame
• Coordinate closely with the Operations Section Chief to establish priorities for resource allocation to Incident Command Posts within the affected area • Keep the EOC Director informed of all significant issues relating to the Logistics Section Reports To:
• EOC Director
Direct Reports:
• Communications/IT Unit
• EOC Personnel Unit
• EOC Supplies Unit
• Volunteer and Donations Unit
Plans and Documents:
• EOC Action Plan
Forms and Guides:
• Position Checklist
• ICS-205 Communication List
Item K.1
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• ICS-211 Check-In List
• ICS-213 Resource Request
• ICS-214 Activity Log
• Form Resource Tracking
Tools:
• Workstation
• Vest
Activation:
 Check in at the EOC
o Form ICS-211
o Form ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities o Form ICS-214
 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 the Section as needed and designate Unit Leaders for each element:
o Communications Unit
o EOC Personnel Unit
o EOC Supply Unit
o Volunteer and Donations Unit
 Mobilize sufficient section staffing for 24-hour operations  Establish communications with the Logistics Section at the Operational Area EOC (Contra Costa County OES) if activated
Item K.1
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 Advise Branches and Units within the Section to coordinate with appropriate Branches in the Operations Section to prioritize and validate resource requests from Command Posts in the field. This should be done prior to acting on the request.  Meet with the EOC Director and General Staff and identify immediate resource needs  Meet with the Finance Section Chief and determine level of purchasing authority for the Logistics Section
 Assist Unit Leaders in developing objectives for the Section as well as making plans to accomplish their objectives within the first operational period, or in accordance with the Action Plan
 Provide periodic Logistics Section status reports to the EOC Director  Adopt a proactive attitude, anticipate situations and attempt to solve problems before they occur
Response:
 Ensure that Logistic Section position logs and other necessary files are maintained  Meet regularly with Logistics Section staff and receive input to develop appropriate section objectives for forthcoming operational periods
 Provide the Planning Section Chief with the Logistics Section objectives at least 30 minutes prior to each Action Planning meeting
 Attend and participate in EOC Action Planning meetings  Ensure that the Supply and Personnel Units coordinate closely with the Purchasing and Time and Comp-Claims Units in the Finance Section — that all required documents and procedures are completed and followed
 Ensure that transportation requirements, in support of response operations, are met  Ensure that all requests for facilities and facility support are addressed  Ensure that all resources are tracked and accounted for, as well as resources ordered through Mutual Aid (confirm accounting with Resource Status Unit in Planning Section) o Form ICS-213
o Form – Resource Request
Item K.1
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o Form – Resource Tracking
 Provide section staff with information updates as required Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate appropriate Section Positions when authorized by EOC Director and follow Demobilization plans
 Identify staff to support on-going Recovery Operations and Recovery Plan. Advise identified staff on their continual support role
 Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report

Item K.1
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Communications/Information Technology Unit
Responsible for managing all computing and communication needs, including desktop/laptop computers, network and communications (internet/wireless, telephones, mobile phones, radios, GETS cards, etc.), printing, audio/visual, and other technology needs for the EOC.

Elements Include:
• Coordinate with all sections and branches/groups/units on operating procedures for computing, network, and communications systems
• Provide support for all EOC Information Systems and ensures automated information links with partner EOCs/DOCs are maintained including, if applicable, audio, visual, and teleconferencing equipment
Reports To:
• Logistics Section Chief
Plans and Reports:
• EOC Action Plan Supports Development
• Report – Communication Status
Forms and Guides:
• Position Job Aid
• ICS-205 Communication List
• ICS-207 Organization Chart
• ICS-211 Check-In List
• ICS-214 Activity Log
Tools:
• Workstation
• Position Binder (can be virtual)
• Vest
Activation:

Item K.1
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 Check in at the EOC
o Form ICS-211
o Form ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Job aid
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities o Form ICS-214
Response:
 Develop Communication Plan for all communication modes within the EOC and field Incident Command Posts when needed
o Form ICS-205
 Determine what communications equipment is necessary
 Provide technical information as required
 Manage data and telephone services for the EOC. Receive any priorities or special requests
 Provide communications briefings and technology status reports as requested at action planning meetings
o Report – Communication Status
Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Job Aid
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
Item K.1
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o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization Unit Leader directions/plan
 Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance/Administration Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the AAR
Item K.1
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EOC Personnel Unit
Responsible for obtaining, coordinating, and allocating all non-fire and non-law-enforcement personnel support requests.

Elements Include:
• Provide personnel resources as requested in support of the EOC and Field Operations • Develop an EOC organization chart
o Form ICS-207
• Work with the Operations/Planning Section Staff to identify staffing needs • Coordinate with the Resources Unit to track all staff Report To:
• Logistics Section Chief
Plans and Reports:
• EOC Action Plan – Supports Development
Forms and Guides:
• Position Checklist
• ICS-205 Communication List
• ICS-207 Organization Chart
• ICS-211 Check-In List
• ICS-214 Activity Log
• Resource Request
• Resource Tracking
• Disaster Service Worker Volunteer (DSWV) Registration Tools:
• Workstation
• Vest
Activation:

Item K.1
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 Check in at the EOC
o Form ICS-211
o Form ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities o Form ICS-214
Response:
 Establish and maintain a position log and other necessary files  Manage check-in
o Form ICS-211
o Form ICS-205
 In conjunction with the Documentation Unit, develop and post a large 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 o Form ICS-207
 Coordinate with the Liaison Officer and EOC Coordinator to ensure that all EOC staff receive a current situation and safety briefing upon check-in o Form ICS-208
 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
o Form – Resource Request
o Form – Resource Tracking
Item K.1
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 Maintain a status board 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, identification, and proper direction for responding personnel upon arrival at the EOC  To minimize accidental duplicating of resource orders, check requests for personnel that come from the Field Level through the EOC Operations Section Chief 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  Arrange for childcare services for EOC personnel as required  Establish registration locations with Volunteer and Donation Coordination Unit to register volunteers, and issue them disaster service worker identification cards (Coordinate with Liaison Officer for Disaster Service Worker Volunteer oath if required) o Form – DSWV Registration
 Keep the Logistics Section Chief informed of significant issues affecting the Personnel Unit
Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Complete all required forms, reports, and other documentation Item K.1
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 Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report Item K.1
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EOC Supplies Unit
Responsible for obtaining and delivering all non-fire and non-law-enforcement materials, equipment, and supplies to support emergency operations.

Elements Include:
• Oversee the procurement and allocation of supplies and materiel not normally provided through mutual aid channels
• Coordinate procurement actions with the Finance Section Coordinate delivery of supplies and materiel as required
• Coordinate procurement and delivery of food to field activities, shelters and operations centers
Reports To:
• Logistics Section Chief
Plans and Reports:
• EOC Action Plan
Forms and Guides:
• Position Checklist
• ICS-205 Communication List
• ICS-211 Check-In List
• ICS-214 Activity Log
Tools:
• Workstation
• Vest
Activation:
 Check in at the EOC
o Form ICS-211
Item K.1
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o Form ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities o Form ICS-214
Response:
 Determine if requested types and quantities of supplies and material are available in inventory
 Determine procurement spending limits with the Purchasing Unit in Finance Section  Obtain a list of pre-designated emergency purchase orders (to be used as needed)  Whenever possible, meet personally with the requesting party to clarify types and quantities of supplies and material, and verify that the request has not been previously filled through another source
 In conjunction with the Resource Status Unit, maintain a status board or other reference depicting procurement actions in progress and their status  Determine if the procurement item can be provided without cost from another jurisdiction or through the Operational Area (Contra Costa County EOC)  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 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
 Determine if the vendor or provider will deliver the ordered items  If delivery services are not available, coordinate pickup and delivery  In coordination with the Personnel Unit, provide food and lodging for EOC staff and volunteers as required
 Assist field level with food services at camp locations as requested Item K.1
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 Coordinate donated goods and services from community groups and private organizations with Volunteer and Donation Coordination Unit  Set up procedures for collecting, inventorying, and distributing usable donations  Keep the Logistics Section Chief informed of significant issues affecting the EOC Supplies
Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up. and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report Item K.1
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Volunteer and Donations Unit
Responsible for managing the influx of volunteers and donated resources during an emergency or disaster response, ensuring that assistance is coordinated, safe, and meets the needs of affected community members.

Elements Include:
• Volunteer Management:
o Register and process incoming volunteers, ensuring proper identification and credential verification
o Match volunteers with appropriate tasks based on their skills, experience, and current needs
o Provide orientation, safety briefings, and necessary training to volunteers before deployment
o Track volunteer assignments and hours, maintaining accurate records for accountability and recognition
o Monitor volunteer well-being and ensure a safe working environment o Identify, recruit, and register volunteers as required o Work with the Operations and Planning Section Staff to identify volunteer needs o Develop a plan to distribute these volunteers to necessary places (specifically Lamorinda CERT & MOFD’s Comms Support Volunteers)
o Coordinate with the Resources Unit to track all volunteer resources • Donations Management:
o Coordinates the receipt, tracking, and distribution of donated goods and services during an incident
o Establishes and manages donation intake sites and warehouses o Screens and prioritizes donated items to ensure they meet operational needs and safety standards
o Coordinates with voluntary organizations, NGOs, faith-based groups, and community partners on donations management
o Maintains inventory records of donated supplies and resources Report To:
• Logistics Section Chief
Direct Reports:
• Volunteers
Item K.1
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CITY OF ORINDA Emergency Operations Plan
Appendix L: EOC Position Checklists
July 2026
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Plans and Documents:
• EOC Action Plan – Supports Development
Forms and Guides:
• Position Checklist
• ICS-205 Communication List
• ICS-207 Organization Chart
• ICS-211 Check-In List
• ICS-214 Activity Log
• Resource Request
• Resource Tracking
Tools:
• Workstation
• Vest
Activation:
 Check in at the EOC
o Form ICS-211
o Form ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities o Form ICS-214
Response:
 Establish and maintain a position log and other necessary files  Manage check-in
o Form ICS-211
Item K.1
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CITY OF ORINDA Emergency Operations Plan
Appendix L: EOC Position Checklists
July 2026
| 364
o Form ICS-205
 Assist the Liaison Officer and EOC Coordinator to ensure that all EOC staff, including volunteers, receive a current situation and safety briefing upon check-in o Form ICS-208
 Establish communications with volunteer agencies and other organizations that can provide personnel resources. Coordinate with the Operational Area EOC (Contra Costa County EOC) to activate the Emergency Management Mutual Aid System (EMMA), if required
 Staff volunteer teams in the EOC to support the Logistics Section, and the Planning Section - Situation Analysis Unit, and elsewhere as needed  Establish one or more assembly and staging sites for volunteers to report for credential screening and potential assignment (Volunteer Reception Centers)  Check in CERT volunteers and provide information to the Operations Section for CERT deployment
 Manage the Disaster Service Worker Volunteer (DSWV) process including document management
o Form – DSWV Registration
 Serve as the main point of contact for individuals and organizations wishing to volunteer or donate
 Provide timely information to the public regarding volunteer opportunities and needed donations
 Coordinate with local, state, and national organizations to avoid duplication of efforts and maximize resource utilization
 Maintain accurate records of volunteer activities and donations received/distributed Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit Item K.1
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CITY OF ORINDA Emergency Operations Plan
Appendix L: EOC Position Checklists
July 2026
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 Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization directions/plan
 Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report

Item K.1
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CITY OF ORINDA Emergency Operations Plan
Appendix L: EOC Position Checklists
July 2026
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Finance/Administrative Section Chief
Responsible for the financial support, response, and recovery for the incident.

Elements Include:
• Supervise the Finance/Administrative Section
• Ensure that all financial records are maintained throughout the emergency • Ensure that all on-duty time is recorded for all emergency response personnel • Ensure that all on-duty time sheets are collected from EOC staff • Ensure there is a continuum of the payroll process for all employees responding to the emergency
• Determine/remind individuals of purchase order limits for the procurement function in Logistics
• Ensure that workers’ compensation claims, resulting from the response, are processed within a reasonable time
• Ensure that all travel and expense claims are processed within a reasonable time • Ensure that all recovery documentation is accurately maintained and submitted on the appropriate forms to the Federal Emergency Management Agency (FEMA) and/or Cal OES
Reports To:
• EOC Director
Direct Reports:
• Cost and Purchasing Unit
• Time, Compensation, Claims Unit
Plans and Documents:
• EOC Action Plan
Forms and Guides:
• Position Checklist
Item K.1
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Appendix L: EOC Position Checklists
July 2026
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• ICS-205 Communication List
• ICS-211 Check-In List
• ICS-214 Activity Log
• PA Damage Categories – FEMA: FP 104-009-2 Public Assistance Program and Policy Guide (PAPPG) V3.0
• FEMA PA Website – https://www.fema.gov/public-assistance-policy-and-guidance Tools:
• Workstation
• Vest
Activation:
 Check in at the EOC
o Form ICS-211
o Form ICS-205A
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities o Form ICS-214
 Ensure that the Finance 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 Coordinators for each element:
o Purchasing Unit
o Time & Compensation-Claims Unit
 Ensure that sufficient staff are available for a 24-hour schedule, or as required  Meet with the Logistics Section Chief and review financial and administrative support requirements and procedures
 Determine the level of purchasing authority to be delegated to Logistics Section Item K.1
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CITY OF ORINDA Emergency Operations Plan
Appendix L: EOC Position Checklists
July 2026
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 Meet with all Unit Leaders and ensure that responsibilities are clearly understood  In conjunction with Unit Leaders, determine the initial Action Planning objectives for the first operational period
 Notify the EOC Director when the Finance Section is operational  Adopt a proactive attitude, thinking ahead and anticipating situations and problems before they occur
Response:
 Ensure that Finance Section position logs and other necessary files are maintained  Ensure that displays associated with the Finance/Administrative Section are current, and that information is posted in a legible and concise manner  Participate in all Action Planning meetings
 Brief all Unit Leaders and ensure they are aware of the EOC objectives as defined in the Action Plan
 Keep the EOC Director, General Staff, and elected/other officials aware of the current fiscal situation and other related matters, on an on-going basis  Ensure that the Purchasing Unit maintains all financial records throughout the emergency
 Ensure that the Time & Compensation-Claims Unit tracks and records all agency staff time
 In coordination with the Logistics Section, ensure that the Purchasing Unit processes purchase orders and develops contracts in a timely manner  Ensure that the Time & Compensation-Claims Unit processes all workers’ compensation claims, resulting from the emergency, in a reasonable timeframe, given the nature of the situation
 Ensure that the Time & Compensation-Claims Unit processes all timesheets and travel expense claims promptly
 Ensure that the Finance Section provides administrative support to other EOC Sections as required.
 Ensure that all recovery documentation is accurately maintained by the Purchasing Unit during the response, and submitted on the appropriate forms to Federal Emergency Management Agency (FEMA) and/or Cal OES
Item K.1
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CITY OF ORINDA Emergency Operations Plan
Appendix L: EOC Position Checklists
July 2026
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Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up. and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205A
Demobilization and Termination:
 Deactivate appropriate Section Positions when authorized by EOC Director and follow Demobilization plans
 Identify staff to support on-going Recovery Operations and Recovery Plan. Advise identified staff on their continual support role
 Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report Item K.1
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CITY OF ORINDA Emergency Operations Plan
Appendix L: EOC Position Checklists
July 2026
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Cost and Purchasing Unit
Responsible for collecting and maintaining costs for the incident and for collecting and maintaining documentation for the incident to help the planning and recovery efforts.

Elements Include:
• Collect cost information and performing cost-effectiveness analysis • Provide cost estimates and cost savings recommendations • Address financial matters involving vendor contracts
Reports To:
• Finance/Administration Section Chief
Plans and Reports:
• EOC Action Plan
Forms and Guides:
• Position Checklist
• ICS-205 Communication List
• ICS-211 Check-In List
• ICS-214 Activity Log
• PA Damage Categories – FEMA: FP 104-009-2 Public Assistance Program and Policy Guide (PAPPG) V3.0
• FEMA PA Website – https://www.fema.gov/public-assistance-policy-and-guidance Tools:
• Workstation
• Position Binder (can be electronic)
• Vest
Activation:

Item K.1
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CITY OF ORINDA Emergency Operations Plan
Appendix L: EOC Position Checklists
July 2026
| 371
 Check in at the EOC
o Form ICS-211
o Form ICS-205
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities o Form ICS-214
Response:

Cost Accounting
 Establish and maintain a position log and other necessary files  Establish (or implement) an accounting system and special cost codes associated with this emergency
 Monitor all emergency expenditures and resource status change costs o Form ICS-210
 Ensure that all sections and units are documenting cost related information  Collect, and compile cost information at the end of each shift  Obtain and record all cost data to cover:
o Personnel
o Equipment
o Rental/Contract Equipment
o Supplies from outside vendors
o Contracts for special or emergency services
 Coordinate with the Documentation Unit on content and format of cost related files to be transferred
 Prepare cost estimates related to EOC objectives and strategies. Be prepared to discuss these at EOC Planning Meetings, if required
Item K.1
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CITY OF ORINDA Emergency Operations Plan
Appendix L: EOC Position Checklists
July 2026
| 372
 Compile cumulative cost records on a daily basis
 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  Provide verbal or written reports to the Finance Section Coordinator upon request  Prepare and maintain a cost report to include cumulative analysis, summaries and total expenditures related to the emergency
 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
Purchasing
 Establish and maintain a purchasing system. Review the emergency purchasing procedures. 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 prices with vendors as required  Admonish vendors as necessary, regarding unethical business practices, such as inflating prices or rental rates for their merchandise or equipment during emergencies  Finalize all agreements and contracts, as required. Complete final processing and send documents to Budget and Payroll for payment
 Verify cost data in the pre-established vendor contracts and/or agreements. In coordination with the Logistics Section, ensure that the Purchasing Unit processes purchase orders and develops contracts in a timely manner  Keep the Finance Section informed of all significant issues involving the Purchasing Unit
Shift Change:
 Provide turnover briefing to position replacement
Item K.1
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CITY OF ORINDA Emergency Operations Plan
Appendix L: EOC Position Checklists
July 2026
| 373
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205
Demobilization and Termination:
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report

Item K.1
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CITY OF ORINDA Emergency Operations Plan
Appendix L: EOC Position Checklists
July 2026
| 374
Time, Compensation, Claims Unit
Responsible for tracking hours worked by personnel and volunteers and preparing daily staffinghours documents and for investigating and processing physical-injury and property-damage claims arising from emergency/disaster or incident.

Elements Include:
• Keeps time records for all staff assigned to the incident • Track, record, and report all on-duty time for personnel working during the emergency • Ensure that personnel time records, travel expense claims and other related forms are prepared and submitted to budget and payroll office
• Oversee the investigation of injuries and property/equipment damage claims arising out of the emergency
• Complete all forms required by workers’ compensation program • Maintain a file of injuries and illnesses associated with the emergency which includes results of investigations
Reports To:
• Finance Section Chief
Plans and Reports:
• EOC Action Plan
Forms and Guides:
• Position Checklist
• ICS-205A Communication List
• ICS-208 Safety Message
• ICS-211 Check-In List
• ICS-214 Activity Log
• ICS-227 Claims Log
• PA Damage Categories – FEMA: FP 104-009-2 Public Assistance Program and Policy Guide (PAPPG) V3.0
• FEMA PA Website – https://www.fema.gov/public-assistance-policy-and-guidance Item K.1
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CITY OF ORINDA Emergency Operations Plan
Appendix L: EOC Position Checklists
July 2026
| 375
Tools:
• Workstation
• Vest
• Position Binder (can be electronic)
Activation:
 Check in at the EOC
o Form ICS-211
o Form ICS-205A
 Assist with EOC Set-up (if not already fully set-up)
 Check workstation to ensure readiness
 Wear identification vest and read over Checklist
 Receive situation, section and position briefing from available and appropriate personnel  Ensure readiness to maintain concise records of position activities o Form ICS-214
Response:

Time Keeping
 Establish and maintain a time keeping system
o Form ICS-211
o Form – Resource Tracking
o Form ICS-210
 Initiate, gather, or update time reports from all personnel, to include volunteers assigned to each shift
 Ensure that time records are accurate and prepared in compliance with policy  Obtain complete personnel rosters from the Personnel Unit. Rosters must include all EOC personnel as well as personnel assigned to the field level  Provide instructions for all supervisors to ensure that time sheets and travel expense claims are completed properly and signed by each employee prior to submitting them Item K.1
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CITY OF ORINDA Emergency Operations Plan
Appendix L: EOC Position Checklists
July 2026
| 376
 Establish a file for each employee or volunteer within the first operational period.

Maintain a fiscal record for as long as the employee is assigned to the response  Keep the Finance Section Chief informed of significant issues affecting the TimeKeeping Unit Compensation and Claims
 Establish and maintain a compensation and claims system  Maintain a chronological log of injuries and illnesses, and property damage reported during the emergency
o Form ICS-227
 Investigate all injury and damage claims as soon as possible  Prepare appropriate forms for all verifiable injury claims and forward them to Workers’ Compensation within the required time frame consistent with City policy and procedures  Coordinate with the Coordinator regarding the mitigation of hazards o Form ICS-208
o Form ICS-215A
 Keep the Finance/Administration Chief informed of significant issues affecting the Compensation and Claims Unit
Shift Change:
 Provide turnover briefing to position replacement
 Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period
o Form – Position Checklist
o Form – Current ICS-214
 Provide all completed documentation to the Documentation Unit  Follow EOC check out procedures, including signing out, workstation clean-up, and forwarding phone number where you can be reached
o Form ICS-211
o Form ICS-205A
Demobilization and Termination:

Item K.1
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CITY OF ORINDA Emergency Operations Plan
Appendix L: EOC Position Checklists
July 2026
| 377
 Deactivate position when authorized by EOC Director and follow Demobilization plans  Complete all required forms, reports, and other documentation  Provide all completed documentation to the Documentation Unit, prior to your departure  Turn over financial information to Finance Section Chief  Clean up your work area before you leave
 Provide a forwarding phone number where you can be reached  Be prepared to provide input to the after-action report Item K.1
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CITY COUNCIL STAFF REPORT
Department: Administration
Meeting Date: July 21, 2026
SUBJECT:

Strategic Plan Progress Report
EXECUTIVE SUMMARY:

In July 2025, the City Council adopted the Fiscal Years 2025/26–2026/27 Strategic Plan to establish the City's organizational priorities and guide policy development, budgeting, and staff work over the two-year planning period. The Strategic Plan identifies four strategic priorities and a series of implementation objectives intended to improve wildfire resilience, infrastructure, downtown vitality, and community engagement.

This report provides the City Council with its first comprehensive implementation update.

Attachment A summarizes the implementation status of every Strategic Plan objective, while Attachments B and C document the policy actions, projects, and initiatives undertaken by the City that support implementation of the Strategic Plan. Together, these documents provide a comprehensive overview of the City's progress toward accomplishing the Council's adopted priorities.

RECOMMENDATION:

Receive the Strategic Plan Progress Report and provide direction to Staff on further implementation.

BACKGROUND:

On July 15, 2025, the City Council adopted the Fiscal Years 2025/26–2026/27 Strategic Plan to establish the City's strategic priorities for the upcoming two fiscal years. The Strategic Plan is organized around four primary focus areas:
• Wildfire Resilience and Emergency Preparedness;
• Infrastructure Strategy and Improvement;
• Downtown Development and Beautification; and
• Community Engagement and Education.

Each strategic priority contains specific implementation objectives assigned to one or more City departments. Since adoption of the Strategic Plan, these objectives have been Item K.2
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incorporated into departmental work programs, annual budgets, and City Council agendas.

To improve transparency and provide the City Council with a comprehensive understanding of implementation progress, staff has prepared a reporting framework consisting of three complementary documents. The implementation matrix provides a high-level status update for every Strategic Plan objective, while the accompanying Council Actions Report and Work Items Report identify the legislative actions, operational projects, and major initiatives that have advanced implementation of the Strategic Plan over the past year.

DISCUSSION:

The Strategic Plan continues to guide City operations by aligning City Council policy direction with departmental work plans and capital improvement activities. Since adoption of the Strategic Plan, staff has incorporated the Plan into agenda development, project prioritization, grant applications, interagency coordination, and annual budget planning.

Attachment A: Strategic Plan Reporting Matrix
Attachment A provides a status update for each Strategic Plan objective. Each objective is assigned one of five implementation categories:
• Complete
• Ongoing
• In Progress
• Off Target
• Not Started
The matrix is intended to provide a concise, at-a-glance assessment of implementation progress while identifying the department responsible for each objective. As shown in the matrix, the majority of Strategic Plan objectives are either Complete, Ongoing, or In Progress, demonstrating continued advancement toward accomplishing the Council's adopted priorities.

Attachment B: Strategic Plan – Council Actions Report
While the implementation matrix summarizes overall progress, Attachment B documents how City Council actions have advanced implementation of the Strategic Plan.

Attachment B identifies agenda items that directly implemented one or more Strategic Plan objectives. Each item is cross-referenced to the applicable Strategic Priority and Strategic Plan subcategory, illustrating how legislative decisions have supported implementation of the Council's adopted goals.

Item K.2
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Attachment C: Strategic Plan – Work Items Report
Attachment C highlights significant Staff projects and operational initiatives undertaken in support of the Strategic Plan. These work items include both completed and ongoing projects that may not have required formal City Council action but represent meaningful implementation of Strategic Plan objectives. Each project summary includes a description of the project, implementation status, associated Strategic Plan objective, schedule, and estimated project cost, providing additional context regarding the breadth of work being performed across City departments.

Conclusion
Collectively, the three attachments provide complementary perspectives on Strategic Plan implementation. The implementation matrix summarizes overall progress toward each Strategic Plan objective, the Council Actions Report documents policy decisions made by the City Council, and the Work Items Report highlights operational projects and initiatives undertaken by staff. Together, these reports provide a comprehensive overview of implementation efforts and establish a framework for future periodic reporting.

FISCAL IMPACT:

None.

STRATEGIC PLAN INITIATIVE:

The Strategic Plan Progress Report touches on all initiatives.

ATTACHMENTS:

A. Strategic Plan Reporting Matrix
B. Strategic Plan – Council Actions Report
C. Strategic Plan – Work Items Report
Respectfully Submitted by,
Assistant to the City Manager, Cole Haselip
Approved By:

Linda Smith, City Manager
Item K.2
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Strategic Plan Reporting Matrix
Fiscal Years 2025-26
And 2026-27
Introduction
The City Council adopted the FY 2025/26–2026/27 Strategic Plan to establish the City's priorities and guide staff work over the two-year planning period. The Strategic Plan is organized into four categories:
• Wildfire Resilience and Emergency Preparedness
• Infrastructure Strategy and Improvement
• Downtown Development and Beautification
• Community Engagement and Education
Each priority includes specific objectives assigned to the appropriate City departments. The following implementation matrix provides an update on the status of each Strategic Plan objective as of the date of this report.

Status Key
Complete Task has been fully completed, no further actions to be taken.

Ongoing This goal has been completed and efforts are ongoing to maintain and build on current progress.

In
Progress
Staff is actively working on the task, and is on track to be completed on time.

Off
Target
Staff is working on the task, but it is behind schedule and may not be completed on time.

Not
Started Work on this item has not yet begun.

Strategic Plan
Category
Strategic Plan Sub-Category Department(s) Status
Wildfire
Resilience and
Emergency
Preparedness
1a) Continue evacuation planning, preparation and training (tabletop and simulated exercises) with local and regional partners, including MOFD, Contra Costa County Sheriff’s Office, Contra Costa OES, Town of Moraga, City of Lafayette, School Districts, EBMUD, PG&E, and EBRPD.

City Manager's
Office
Ongoing
Wildfire
Resilience and
Emergency
Preparedness
1b) Cultivate shared accountability between the government, partners, and residents in wildfire resilience and preparedness through the support of neighborhood-driven approaches on home hardening and fuel reduction. Lead by example through City initiatives within the public right-of-way.

City Manager's
Office
Ongoing
Wildfire
Resilience and
Emergency
Preparedness
1c) Strengthen regional collaboration and advocacy with state and federal partners regarding wildfire risks (e.g., insurance, infrastructure, mitigation of development, funding, and other resources).

City Manager's
Office
Ongoing
Item K.2
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Strategic Plan Reporting Matrix
Fiscal Years 2025-26
And 2026-27
Strategic Plan
Category
Strategic Plan Sub-Category Department(s) Status
Wildfire
Resilience and
Emergency
Preparedness
1d) Continue outreach with the community through the development of a centralized information platform www.orindaready.com
City Manager's
Office
Ongoing
Wildfire
Resilience and
Emergency
Preparedness
1e) Evaluate current incentive programs and recommend changes and actions to bolster wildfire mitigation efforts.

City Manager's
Office
Complete
Wildfire
Resilience and
Emergency
Preparedness
1f) Use emerging technologies to guide strategic investments in fuel mitigation and evacuation efforts
City Manager's
Office
Ongoing
Wildfire
Resilience and
Emergency
Preparedness
1g) Increase collaboration with community non-profits, such as Fire Safe Moraga Orinda, to support the creation of more Firewise neighborhoods City Manager's
Office
Ongoing
Infrastructure
Strategy and
Improvement
2a) Complete Category A improvements as part of the Storm Drain Repair Plan and shift focus to Category B pipes programmed annually in the Capital Improvement Program.

Public Works Ongoing
Infrastructure
Strategy and
Improvement
2b) Develop a long-term infrastructure vision and funding strategy. Public Works/Administration
Ongoing
Infrastructure
Strategy and
Improvement
2c) Continue supporting the Infrastructure Subcommittee’s work on privately maintained roads and storm drains.

Public Works Ongoing
Infrastructure
Strategy and
Improvement
2d) Focus on capital projects that enhance circulation, mobility, and transportation and improve road safety overall.

Public Works Ongoing
Item K.2
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Strategic Plan Reporting Matrix
Fiscal Years 2025-26
And 2026-27
Strategic Plan
Category
Strategic Plan Sub-Category Department(s) Status
Downtown
Development
and
Beautification
3a) Facilitate the development of high-quality mixed-use projects. Planning/CMO In Progress
Downtown
Development
and
Beautification
3b) Evaluate existing conditions and its impact on business growth and seek to create certainty in City process for prospective business owners.

Planning/CMO Ongoing
Downtown
Development
and
Beautification
3c) Engage with Downtown property owners to understand their barriers, goals and needs, and work to encourage development, reuse and tenanting of vacant and under-utilized properties
Planning/CMO Ongoing
Downtown
Development
and
Beautification
3d) Revisit Connect Orinda, explore new ideas to create vitality within the public right of way, and report on the most effective strategies for economic development.

Planning/CMO Ongoing
Downtown
Development
and
Beautification
3e) Enhance beautification efforts, including outdoor dining, lighting, landscaping, and signage. Consider establishing a façade improvement program
Planning/CMO In
Progress
Downtown
Development
and
Beautification
3f) Organize events and activate public spaces to foster community engagement. Collaborate with the Chamber of Commerce to support local businesses.

Parks and
Recreation
Ongoing
Downtown
Development
and
Beautification
3g) Develop and launch a DowntownOrinda.com platform City Manager's Office
Complete
Item K.2
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Strategic Plan Reporting Matrix
Fiscal Years 2025-26
And 2026-27
Strategic Plan
Category
Strategic Plan Sub-Category Department(s) Status
Community
Engagement and
Education
4a) Expand the City's communication efforts to include more information on local events, services and activities of interest to residents.

City Manager's
Office
Ongoing
Community
Engagement and
Education
4b) Partner with the school district to educate and inform families (e.g., wildfire safety and preparedness).

City Manager's
Office
In
Progress
Community
Engagement and
Education
4c) Host two-way forums, including town halls and parent education nights.

Collaborate with partners to efficiently deliver education in community spaces (e.g., Fire Safe Moraga-Orinda).

City Manager's
Office
In
Progress
Community
Engagement and
Education
4d) Celebrate the City's 40th anniversary in a way that highlights stability and civic pride.

All Complete
Community
Engagement and
Education
4e) Develop a communication strategy around housing element implementation. Planning/CMO In Progress
Community
Engagement and
Education
4f) Expand community education on emergency preparedness (i.e., Six Ps, resident responsibility). Enhance collaboration with the Moraga-Orinda Fire Department (MOFD).

City Manager's
Office
Ongoing
Community
Engagement and
Education
4g) Consider the development and implementation of a Citizen's Academy to help build engaged residents and future leaders in the community.

City Manager's
Office
In
Progress
Item K.2
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Strategic Plan Reporting Matrix
Fiscal Years 2025-26
And 2026-27
Item K.2
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Strategic Plan – Council Actions
Report
Fiscal Years 2025-26
and 2026-27
Council
Meeting
Date
City Council
Agenda Item Agenda Item Description Strategic Priority Exact Subcategory 8/19/2025 FSMO Funding
Request
Received a report from Staff and Fire Safe MoragaOrinda (FSMO) on their funding request to address wildfire threats.

1. Wildfire Resilience
& Emergency
Preparedness

1.b Mitigation
8/19/2025
Drainage
Facilities
Project
Accepted the work and contract for a drainage facilities improvement project.

2. Infrastructure
Strategy &
Improvement

2.a Storm
Drain Repair
Plan
8/19/2025 Storm Drain
Repair Project
Awarded a construction contract for the City's annual
storm drain repair project.

2. Infrastructure
Strategy &
Improvement

2.a Storm
Drain Repair
Plan
8/19/2025 Banner Display
Policy Approved a banner display policy on streetlight poles.

3. Downtown
Development and
Beautification

3.e
Beautification
Item K.2
Packet Page 543
Strategic Plan – Council Actions
Report
Fiscal Years 2025-26
and 2026-27
8/19/2025 Road Closure
– Car Show
Closed a portion of Orinda Way and all of Avenida de
Orinda for the Orinda Annual Classic Car Show

3. Downtown
Development and
Beautification

3.f Activate
public spaces
8/19/2025
Building
Painting
Projects
Approved a contract for painting the library.

3. Downtown
Development and
Beautification

3.e
Beautification
9/30/2025
Housing
Element
Implementation
(Rezoning +
Standards)
Adopted amendments to the general plan regarding the
implementation of the housing element.

4. Community
Engagement &
Education

4.e Housing
reporting
10/7/2025
Chipper
Program
Contract
Awarded a contract for the City's Residential Chipper
Program

1. Wildfire Resilience
& Emergency
Preparedness

1.b Mitigation
10/7/2025 Storm Drain
Lining Project
Accepted work and contract as complete for the group 2
storm drain lining project

2. Infrastructure
Strategy &
Improvement

2.a Storm
Drain Repair
Plan
Item K.2
Packet Page 544
Strategic Plan – Council Actions
Report
Fiscal Years 2025-26
and 2026-27
10/7/2025
Housing
Revenue
Bonds (Vista
Verde)
Approved the issuance of multifamily housing bonds for
a not to exceed $15m for the Vista Verde Senior
Housing project

3. Downtown
Development and
Beautification

3.a Housing
production
12/16/2025
Development
Impact Fee
Report
Accepted a report on development impact fees, which
fund critical infrastructure

2. Infrastructure
Strategy &
Improvement

2.b Funding
strategy
12/16/2025 Camino Pablo
Median Project
Approved a design and awarded a contract for the
Camino Pablo Median Landscape Improvements
Project.

2. Infrastructure
Strategy &
Improvement

2.d Road
safety &
circulation
12/16/2025
Solid Waste
Rate
Adjustments
Reviewed solid waste rate adjustments.

2. Infrastructure
Strategy &
Improvement

2.b Funding
strategy
1/13/2026 Storm Drain
Asset Survey
City Council approved a budget increase for GIS Field
Survey and Mapping of Private and Public Storm
Drainage Projects

2. Infrastructure
Strategy &
Improvement

2.a Storm
Drain Repair
Plan
Item K.2
Packet Page 545
Strategic Plan – Council Actions
Report
Fiscal Years 2025-26
and 2026-27
1/13/2026 Building Code
Update
Adopted an ordinance to update the City's building code in alignment with Contra Costa County.

3. Downtown
Development and
Beautification

3.b Business
environment
certainty
1/20/2026 Storm Drain
GIS Expansion
Approved a contract increase to map the City's storm
drain system.

2. Infrastructure
Strategy &
Improvement

2.a Storm
Drain Repair
Plan
1/20/2026 Inclusionary
Housing Study
Received a report to further examine housing
affordability policies and options.

3. Downtown
Development and
Beautification

3.b Business
environment
certainty
1/20/2026
Chevron
Ordinance
Adoption
Adopted an ordinance to modify regulations for
convenience markets and ancillary retail uses at service stations.

3. Downtown
Development and
Beautification

3.b Business
environment
certainty
2/3/2026 SSTOC Annual
Report
Received a report on SSTOC activities related to wildfire preparedness and infrastructure.

1. Wildfire +2.

Infrastructure

1.e / 2.b
Funding +
evaluation
Item K.2
Packet Page 546
Strategic Plan – Council Actions
Report
Fiscal Years 2025-26
and 2026-27
2/3/2026 Farmers
Market Closure
Adopted a traffic order for street closures in association with the Orinda Farmer's Market

3. Downtown
Development and
Beautification

3.f Activate
public spaces
2/3/2026
Housing
Element
Update
Received a presentation on the City's Housing Element
implementation activities.

3. Downtown
Development and
Beautification

3.b Business
environment
certainty
3/3/2026 Legislative
Platform Adopted a 2026 Legislative Platform.

1. Wildfire Resilience
& Emergency
Preparedness

1.c
Regional/state
advocacy
2/17/2026 BART Closure
Discussion
Discussed the impact of potential BART closures on the
City's transportation system.

2. Infrastructure
Strategy &
Improvement

2.d
Transportation
systems
2/17/2026
Housing
Ordinance
Adoption
Adopted an ordinance streamlining the approval of
multifamily housing developments on certain housing
element sites, in accordance with State mandates.

3. Downtown
Development and
Beautification

3.b Business
environment
certainty
Item K.2
Packet Page 547
Strategic Plan – Council Actions
Report
Fiscal Years 2025-26
and 2026-27
2/17/2026 Public Art
Report
Accepted a report from the Art in Public Places
Committee regarding their activities to beautify Orinda.

3. Downtown
Development and
Beautification

3.e
Beautification
2/17/2026
Parking
Management
Grant
Accepted a $300,000 grant for parking management in
Downtown Orinda.

3. Downtown
Development and
Beautification

3.d Public rightof-way vitality
3/3/2026 Private Roads
Framework
Received a report from the Infrastructure Committee on
its work plan efforts.

2. Infrastructure
Strategy &
Improvement

2.c Private
roads
3/3/2026 SB 1123 Study Received a report on SB1123 related to new subdivision mandates enacted by the State.

4. Community
Engagement &
Education

4.e Housing
policy
3/17/2026 Fire Code
Ordinance
Adopted a fire code for the City of Orinda in alignment with MOFD.

1. Wildfire Resilience
& Emergency
Preparedness

1.b Mitigation
3/17/2026 Stormwater
Fee
Adopted a resolution setting stormwater fees for FY 2-
26-27

2. Infrastructure
Strategy &
Improvement

2.b Funding
strategy
Item K.2
Packet Page 548
Strategic Plan – Council Actions
Report
Fiscal Years 2025-26
and 2026-27
3/17/2026 Traffic Safety
Improvements
Approved resolutions amending traffic orders and Coral
Dr./Ardith Dr. and Knickerbocker Ln./Spring Rd. and
implementing no marking restrictions on El Camino
Moraga at Del Rey Elementary.

2. Infrastructure
Strategy &
Improvement

2.d Road
safety
3/17/2026
Inclusionary
Housing
Consultant
Accepted an amendment to a contract regarding the
development of an inclusionary housing ordinance.

4. Community
Engagement &
Education

4.e Housing
implementation
3/17/2026 Police Annual
Report
Accepted a report on the City's Police Services over the previous year.

4. Community
Engagement &
Education

4.a
Communication
3/17/2026 Housing
Report
Received the 2025 Housing Element Annual Progress
Report.

4. Community
Engagement &
Education

4.e Housing
reporting
Item K.2
Packet Page 549
Strategic Plan – Council Actions
Report
Fiscal Years 2025-26
and 2026-27
4/7/2026
FSMO
Incentive
Programs
(Fuel
Reduction +
Outreach)
Directed staff to prepare a services contract with Fire Safe Moraga-Orinda for associated wildfire fuels
mitigation services.

1. Wildfire Resilience
& Emergency
Preparedness

1.b Mitigation
4/7/2026
Ivy Drive
Traffic
Circulation
Pilot
Considered recommendations from Staff regarding
improvements to traffic at Ivy Drive.

2. Infrastructure
Strategy &
Improvement

2.d Road
safety &
circulation
4/7/2026
Community
Park
Improvement
Project
Amended a contract regarding design work for the
Community Park Improvement Projects

3. Downtown
Development and
Beautification

3.e
Beautification
4/21/2026 Crossroads
Plaza Project
Awarded a contract for the Crossroads Plaza
Improvement Project

3. Downtown
Development and
Beautification

3.e
Beautification
4/21/2026
Highway
Safety
Improvement
Program
Awarded a contract for the engineering and design of
Highway Safety Improvement Projects

2. Infrastructure
Strategy &
Improvement

2.d Road
safety &
circulation
Item K.2
Packet Page 550
Strategic Plan – Council Actions
Report
Fiscal Years 2025-26
and 2026-27
5/5/2026
Objective
Design
Standards
Adopted objective design standards to set expectation
and expedite processing for development.

3. Downtown
Development and
Beautification

3.b Business
environment
certainty
5/5/2026 Orchard Rd.

Speed Limit Decreased the speed limit on Orchard Rd.

2. Infrastructure
Strategy &
Improvement

2.d Road
safety &
circulation
5/5/2026
Capital
Improvement
Plan
Adopted the FY 2026-27 capital improvement plan.

2. Infrastructure
Strategy &
Improvement

2.d Road
safety &
circulation
5/19/2026 4
th of July
Street Closure
Closed a portion of Orinda Way for the annual 4th of July Parade

3. Downtown
Development and
Beautification

3.f Activate
public spaces
5/19/2026
Downtown
Orinda
Signage
Adopted a resolution for the placement of 5 “Downtown
Orinda” wayfinding signs along Hwy. 24

3. Downtown
Development and
Beautification

3.g Market
Downtown
Orinda
6/9/2026
Bicycle, Trails,
Walkways
Masterplan
Awarded a contract for the completion of this master
plan prioritizing multimodal connectivity and safety.

2. Infrastructure
Strategy &
Improvement

2.d Road
safety &
circulation
6/9/2026 Library Tile
Project
Accepted work and contract for the library tile
replacement project.

3. Downtown
Development and
Beautification

3.e
Beautification
Item K.2
Packet Page 551
Strategic Plan – Council Actions
Report
Fiscal Years 2025-26
and 2026-27
6/9/2026
Pilot Façade
Improvement
Program
Directed staff to develop a pilot façade improvement
program with a $75,000 budget.

3. Downtown
Development and
Beautification

3.e
Beautification
6/16/2026
Annual
Pavement
Rehabilitation
Project
Awarded a contract for the annual pavement
rehabilitation project.

2. Infrastructure
Strategy &
Improvement

2.d Road
safety &
circulation
Item K.2
Packet Page 552
Strategic Plan – Work Items
Report
Fiscal Years 2025-26
and 2026-27
Project Title: BEACON Tabletop Exercise
Project Description:

The City participated in the BEACON Tabletop Exercise to test emergency communications and regional coordination during a large-scale disaster or wildfire. The exercise evaluated radio communications, backup systems, and interagency coordination under simulated emergency conditions.

Project Status: Complete
Strategic Priority: Wildfire Resilience and Emergency Preparedness Strategic Priority Subcategory: 1a) Continue evacuation planning, preparation, and training with regional partners.

Project Start Date: April 30, 2026
Project Completion Date: April 30, 2026
Estimated Project Cost: $0
Project Title: Contra Costa County City/County Tabletop Exercise Project Description:

City staff participated in the Contra Costa County City/County Tabletop Exercise with representatives from all nineteen Contra Costa County jurisdictions to strengthen emergency management coordination, preparedness, and regional response capabilities.

Project Status: Complete
Strategic Priority: Wildfire Resilience and Emergency Preparedness Strategic Priority Subcategory: 1a) Continue evacuation planning, preparation, and training with regional partners.

Project Start Date: January 21, 2026
Project Completion Date: January 21, 2026
Estimated Project Cost: $0
Item K.2
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Strategic Plan – Work Items
Report
Fiscal Years 2025-26
and 2026-27
Project Title: Orinda Chipper Service
Project Description:

The Orinda Chipper Program continues to provide residents with convenient curbside vegetation disposal services that encourage defensible space maintenance, reduce hazardous fuel loads, and improve community wildfire resilience through proactive vegetation management.

Project Status: In Progress
Strategic Priority: Wildfire Resilience and Emergency Preparedness Strategic Priority Subcategory: 1b) Cultivate shared accountability for wildfire resilience through neighborhood-driven mitigation efforts.

Project Start Date: June 1, 2021
Estimated Project Cost: Approximately $225,000
Project Title: Ladris Technologies
Project Description:

The City continues utilizing Ladris Technologies' advanced wildfire modeling platform to improve evacuation planning, wildfire spread analysis, ember forecasting, and emergency decision-making while increasing public understanding of wildfire risk through OrindaReady.com.

Project Status: In Progress
Strategic Priority: Wildfire Resilience and Emergency Preparedness Strategic Priority Subcategory: 1f) Use emerging technologies to guide strategic investments in fuel mitigation and evacuation efforts.

Project Start Date: July 17, 2025
Estimated Completion Date: June 30, 2026
Estimated Project Cost: $262,131
Item K.2
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Strategic Plan – Work Items
Report
Fiscal Years 2025-26
and 2026-27
Project Title: California Fire Safe Council 2026 State Fire Capacity Grant
Project Description:

The City applied for funding through the California Fire Safe Council's State Fire Capacity Grant Program to support wildfire prevention, fuels reduction, evacuation planning, public education, and other wildfire resilience initiatives benefiting the Orinda community.

Project Status: In Progress
Strategic Priority: Wildfire Resilience and Emergency Preparedness Strategic Priority Subcategory: 1g) Increase collaboration with community nonprofits, including Fire Safe Moraga Orinda, to support Firewise neighborhoods.

Project Start Date: May 4, 2026
Estimated Completion Date: May 15, 2026
Estimated Project Cost: $165,000 grant request with a $247,500 City match.

Project Title: Infrastructure Committee Work
Project Description:

Staff continues to support the Infrastructure Subcommittee by researching long-term funding and governance options for privately maintained roads and storm drainage systems, including assessment districts, maintenance agreements, and consultant evaluations.

Project Status: In Progress
Strategic Priority: Infrastructure Strategy and Improvement Strategic Priority Subcategory: 2b) Develop a long-term infrastructure vision and funding strategy.

Project Start Date: January 17, 2024
Estimated Project Cost: Approximately $50,000 to date (staff and consultant costs).

Item K.2
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Strategic Plan – Work Items
Report
Fiscal Years 2025-26
and 2026-27
Project Title: Smart Signals Project
Project Description:

The City is upgrading existing traffic signal controllers with modern smart signal technology to improve traffic operations, emergency response, and roadway safety. The project is currently in the bidding phase and is expected to be substantially funded through grants.

Project Status: In Progress
Strategic Priority: Infrastructure Strategy and Improvement Strategic Priority Subcategory: 2d) Focus on capital projects that enhance circulation, mobility, transportation, and roadway safety.

Project Start Date: January 1, 2024
Estimated Completion Date: January 1, 2027
Estimated Project Cost: $2.8 million (approximately 85% grant funded) Project Title: Holiday Lighting – Winter 2025
Project Description:

The City assisted the Light Up Orinda community organization by providing electrical infrastructure to support decorative string lighting along Orinda Way, helping improve the appearance and vitality of Downtown Orinda during the holiday season.

Project Status: Complete
Strategic Priority: Downtown Development and Beautification Strategic Priority Subcategory: 3e) Enhance beautification efforts, including outdoor dining, lighting, landscaping, and signage.

Project Start Date: November 3, 2025
Project Completion Date: January 2, 2026
Item K.2
Packet Page 556
Strategic Plan – Work Items
Report
Fiscal Years 2025-26
and 2026-27
Estimated Project Cost: $3,000
Project Title: Downtown Orinda Economic Development Campaign Project Description:

The City completed an award-winning communications campaign promoting Downtown Orinda. The effort received a Certificate of Excellence from the California Association of Public Information Officials for its innovative outreach supporting economic vitality and local businesses.

Project Status: Complete
Strategic Priority: Downtown Development and Beautification Strategic Priority Subcategory: 3g) Develop and launch DowntownOrinda.com.

Project Start Date: May 13, 2026
Project Completion Date: May 13, 2026
Estimated Project Cost: $0
Project Title: PBS – Weathered
Project Description:

The City is partnering with the PBS program Weathered to increase public awareness of climate change, wildfire risk, and environmental resilience. The program helps educate residents about wildfire preparedness while supporting informed community dialogue on sustainability, resilience, and community-based solutions.

Project Status: In Progress
Strategic Priority: Community Engagement and Education
Strategic Priority Subcategory: 4c) Host two-way forums, including town halls and parent education nights. Collaborate with partners to efficiently deliver education in community spaces (e.g., Fire Safe Moraga-Orinda).

Project Start Date: May 4, 2026
Item K.2
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Strategic Plan – Work Items
Report
Fiscal Years 2025-26
and 2026-27
Estimated Completion Date: September 24, 2026
Estimated Project Cost: $3,000
Project Title: Fire-Savvy Landscape Guide, 2nd Edition
Project Description:

The City partnered with Master Gardener Sue Andersen-Berger to publish the second edition of Plants for a Fire-Savvy Landscape. The guide provides residents with practical recommendations for fire-resistant landscaping, defensible space, waterefficient planting, and sustainable landscape maintenance that reduce wildfire risk while supporting native ecosystems.

Project Status: Complete
Strategic Priority: Community Engagement and Education
Strategic Priority Subcategory: 4a) Expand the City's communication efforts to include more information on local events, services, and activities of interest to residents.

Project Start Date: July 1, 2025
Project Completion Date: January 5, 2026
Estimated Project Cost: $1,500 (Printing)
Project Title: Wildfire Parent Education Night
Project Description:

The City hosted a wildfire preparedness education event for parents of Orinda K–8 students in partnership with local schools and the Moraga-Orinda Fire District. The event educated families on emergency planning, evacuation procedures, agency coordination, and practical preparedness actions while providing opportunities for community questions and discussion.

Project Status: Complete
Strategic Priority: Community Engagement and Education
Item K.2
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Strategic Plan – Work Items
Report
Fiscal Years 2025-26
and 2026-27
Strategic Priority Subcategory: 4b) Partner with the school district to educate and inform families (e.g., wildfire safety and preparedness).

Project Start Date: October 29, 2025
Project Completion Date: October 29, 2025
Estimated Project Cost: $1,200
Project Title: Develop OrindaReady.com
Project Description:

The City developed OrindaReady.com as a centralized online resource for wildfire preparedness, evacuation planning, defensible space guidance, home hardening resources, emergency alerts, and public education. The website also hosts the City's Ladris wildfire modeling platform, providing residents with access to advanced evacuation and wildfire information to strengthen community resilience.

Project Status: Complete
Strategic Priority: Community Engagement and Education
Strategic Priority Subcategory: 4d) Continue outreach with the community through the development of a centralized information platform.

Project Start Date: August 1, 2025
Project Completion Date: January 5, 2026
Estimated Project Cost: Staff time plus ongoing platform costs.

Project Title: MOFD Wildfire Open House and Information Day Project Description:

The City partnered with the Moraga-Orinda Fire District to support a community wildfire preparedness event featuring emergency response agencies, nonprofit organizations, wildfire mitigation vendors, and educational resources. The event provided residents Item K.2
Packet Page 559
Strategic Plan – Work Items
Report
Fiscal Years 2025-26
and 2026-27
with practical preparedness information, defensible space guidance, and wildfire safety tools.

Project Status: Complete
Strategic Priority: Community Engagement and Education
Strategic Priority Subcategory: 4f) Expand community education on emergency preparedness and enhance collaboration with the Moraga-Orinda Fire District.

Project Start Date: May 2, 2026
Project Completion Date: May 2, 2026
Estimated Project Cost: $300
Project Title: Regional Wildfire & Landscape Resilience Grant Project Description:

The City prepared and submitted a grant application to support wildfire preparedness, evacuation readiness, community education, and resilience initiatives. If awarded, the funding will expand public outreach, defensible space education, fire-smart landscaping programs, and preparedness resources.

Project Status: In Progress
Strategic Priority: Community Engagement and Education
Strategic Priority Subcategory: 4f) Expand community education on emergency preparedness and enhance collaboration with the Moraga-Orinda Fire District.

Project Start Date: May 13, 2026
Estimated Completion Date: June 30, 2026
Estimated Project Cost: Approximately $100 plus required matching funds.

Item K.2
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Strategic Plan – Work Items
Report
Fiscal Years 2025-26
and 2026-27
Project Title: Impactful Communications and Outreach
Project Description:

The City is partnering with Impactful, LLC to improve wildfire communication and resident engagement through focus groups, strategic messaging, and targeted outreach. The project seeks to encourage defensible space improvements, home hardening, and other preparedness actions that strengthen community resilience.

Project Status: In Progress
Strategic Priority: Community Engagement and Education
Strategic Priority Subcategory: 4g) Consider the development and implementation of a Citizen's Academy to help build engaged residents and future leaders.

Project Start Date: April 1, 2026
Estimated Completion Date: March 30, 2027
Estimated Project Cost: $48,000
Item K.2
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